***ITEM CORRECTED (SEE ATTACHED MEMO)*** 2026 Strategies to Address
Homelessness Plan - Citywide

This report provides an overview and requests approval of the 2026 Strategies to
Address Homelessness Plan.

THIS ITEM IS FOR DISCUSSION AND POSSIBLE ACTION.

Summary
Background
In 2020, the City of Phoenix released its Strategies to Address Homelessness Plan
(STAHP), the first strategic plan dedicated to addressing homelessness. Since the
2020 plan adoption, significant progress was made in advancing the City’s
homelessness response and finding innovative solutions to address homelessness.
The work has led to meaningful progress, including expanding shelter and housing
capacity, transforming its outreach approach, and improving service coordination. The
creation of the Office of Homeless Solutions (OHS) was an important change that
elevated Phoenix’s role from funder to direct service provider and regional leader.
These efforts laid the groundwork for a more effective, responsive, and accountable
system.

The strategic plan refresh (Attachment A) is designed to build on and strengthen
these efforts. As the City builds on its progress, there is a growing need to focus on
preventing homelessness before it occurs and increasing long-term, permanent
solutions.

Plan Refresh Process
In November 2024, the City started the plan development process with Bloomberg
Associates (BA), a philanthropic consulting arm of Bloomberg Philanthropies. BA
works with client cities to improve resident quality of life, taking an innovative,
collaborative, and data-driven approach to make cities stronger, safer, and more
efficient with a focus on equity. The plan development process began with reflecting on
work accomplished, brainstorming, analyzing data, and developing initiatives to
achieve the City’s vision relating to homelessness. Further, close to 50 individual
interviews were conducted with Mayor and Council, neighborhood leaders, City staff,



business owners, contracted partners, and the STAHP Task Force (neighborhood
leaders, service providers, and homeless advocates) who created the 2020 plan. This
plan development work resulted in the plan's vision and framework (Attachment B).

Community Engagement
To refine the plan, the team gathered input from stakeholders and system leaders. This
included the STAHP Task Force, the Continuum of Care Lived Experience Workgroup,
homeless system providers, and the public, all of whom have been critical in shaping
the final recommendations. To further inform, engage the community, and develop a
refreshed plan that responded to neighborhood concerns, various opportunities were
developed to encourage internal and external stakeholders to provide feedback.
Opportunities included the individual interviews mentioned above, public meetings,
and an online survey.

The City hosted two public meetings in August 2025, one in person and one virtual. At
each public meeting, Spanish interpretation was available. The public meetings were
advertised through various electronic message distribution to neighborhood leaders,
the City’s website, social media, and shared with Council offices. In addition to
collecting comments during the meetings, the City hosted an online survey, offered in
English and Spanish, at phoenix.gov/solutions. Through the survey, participants were
provided the opportunity to review individual components of the plan and leave
comments specific to each section. Over 600 participants completed the survey.

Additionally, many individuals sent emails, and spoke directly to staff, outlining their
perspective and strategies for addressing homelessness in Phoenix. This report also
includes an overview of the updates incorporated into the plan based on community
feedback including service providers, neighborhood stakeholder groups, individuals
with lived experience, and business community representatives.

Through engagement with the community, feedback regarding gaps, solutions, and
priorities were offered. Many comments were about the general state of homelessness
in the region, the need for more affordable housing, homeless prevention and
behavioral health, and elements proposed in the draft plan. The information, collected
through the feedback meetings and the public survey, has been incorporated into the
plan. Key points and themes included:

· Dedicated housing for individuals and families experiencing homelessness.
· Increasing affordable and supportive housing.
· New housing models that make it easier for individuals and families experiencing
homelessness to find and rent housing.



· Expanding access to mental/behavioral health and addiction treatment, including
mandatory treatment.
· Improving shelter quality and capacity, and the ability to help people move out of
homelessness.
· Shelter and housing for high-need individuals (individuals experiencing challenges
with behavioral and/or physical health) and other tailored approaches based on
needs (e.g., seniors, veterans, families, people with disabilities, substance users).
· Homelessness prevention funding, including easily accessible funds and relocation
assistance.
· Prevention resources for individuals experiencing sheltered homelessness.
· Better connections to paid job training and employment for individuals experiencing
homelessness.
· Simplify paperwork, reduce qualifications for assistance, and create more user-
friendly access points for shelter and support services.
· Proactive efforts to address crime and enforce laws, quick cleanup of
encampments, designated task forces, and clear legal repercussions for repeat
offenders.
· Increase neighborhood outreach.
· Improvements to PHX C.A.R.E.S.
· Better coordination across City departments working to address homelessness.
· Better collaboration among City departments, nonprofits, churches, and healthcare
providers, as well as streamlined coordination and shared data systems to track
progress and support individuals.
· Enhanced education, commitment, and communication with neighborhoods.
· Changing public perceptions about homelessness, fostering community empathy,
and providing education on the true causes rather than perpetuating stereotypes.
· Seeing data such as shelter metrics (occupancy, length of stay) and unsheltered
population counts and changes.
· Geographically scattered shelters, where people grew up or where they last had a
home.
· Address the issues of drug use and younger homeless individuals.

Vision and Goals
To address the complex issues of homelessness in the City of Phoenix and propose
strategies to mitigate the effects on those experiencing homelessness as well as the
neighborhoods affected by it, the following vision was developed. The vision will guide
the activities of the City and OHS moving forward.

“No person in Phoenix should experience homelessness and no community should



feel the negative effects of homelessness. The City of Phoenix will do everything in our
ability to prevent homelessness when we can, make it brief when it happens, and keep
people stable in housing with the supports they need.”

Five goals were identified in order to achieve this vision:
1. Decrease number of people who become homeless (Prevention).
2. Decrease number of people in an unsheltered situation or in shelter
(Safety/Coordination).
3. Reduce length of time in shelter or in an unsheltered situation
(Safety/Coordination).
4. Increase housing for individuals and families experiencing homelessness (Housing).
5. Increase awareness and effectiveness of available services (Accountability).

Plan Strategies
The refreshed plan proposes strategies in the following five key focus areas that will
guide the City in achieving its goals:

· Prevention - Preventing people from becoming homeless.
· Neighborhood Safety - Neighborhood safety and safety for people experiencing
homelessness.
· Coordination - Better coordination with other systems like behavioral health services
and employment.
· Housing - Dedicated housing for individuals and families experiencing
homelessness.
· System Accountability - Improved accountability and transparency for City services
and providers.

Next Steps
The City believes the proposed plan strategies form a collective effort in multiple focus
areas to address the issues surrounding preventing homelessness, housing needs,
coordination of services, mental health, and system accountability including the
impacts on neighborhoods. Staff will continue to work with the community, service
providers, and other stakeholders to address homelessness and will commit to
updating on plan progress and achievements annually once implemented.

The Office of Homeless Solutions requests Council approval of the 2026 Strategies to
Address Homelessness Plan.

Concurrence/Previous Council Action
These recommendations have been previously discussed at the Community Services



and Education Subcommittee meeting held on October 22, 2025.

Responsible Department
This item is submitted by Deputy City Manager Gina Montes and the Office of
Homeless Solutions.





ATTACHMENT A




Phoenix’s Strategic Plan
to Address Homelessness



T
AF
DR
A
B




D
R
AF
T
Table of Contents




Message from the Mayor 3

Background 4

City Accomplishments 4

Impact on Data Trends 8

Vision and Goals

Plan Development Process

5 Key Focus Areas T 9






AF
Overview of Key Strategies

Prevention

Neighborhood Safety

Coordination

Housing

System Accountability

Using System Modeling to Improve









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Homelessness Planning

Call for Sustainable Funding

Implementation Timeline for the Initiatives

Plan Refresh Timeline

Conclusion

Acknowledgments












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Message from the Mayor




Dear Neighbors,




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Everyone in Phoenix deserves to live with dignity and stability. Homelessness and housing
insecurity are urgent challenges affecting families and communities across the country, and
Phoenix is no exception. Since taking office, I’ve made it a top priority to expand housing
options and strategically confront homelessness. This crisis cannot wait. That’s why the City of




AF
Phoenix is committed to creating and investing in long-term solutions that serve all residents.

We’ve fundamentally changed how Phoenix addresses homelessness. In 2022, with strong
support from the City Council, we established the Office of Homeless Solutions (OHS) to lead
our efforts. Now, instead of simply funding services, the City delivers them directly. This shift
has increased accountability and produced real results.

In just three years, OHS has completed ten major projects, adding more than 1,200 new
shelter beds and 300 safe outdoor spaces. These investments reflect our commitment




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to building a system that meets people where they are and helps them move forward.

Over the past ten months, OHS, with support from Bloomberg Associates, conducted




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a comprehensive assessment of our current landscape, identified gaps and opportunities,
and engaged the community in shaping a bold new plan to prevent and end homelessness.
I’m proud to share this updated plan with you and look forward to working together to
create lasting change.




Sincerely,




Mayor Kate Gallego


Background
In 2020, Phoenix released its first homelessness plan— much of which is ongoing—is essential context for the updated
Strategies to Address Homelessness. That plan was released strategic plan, which is designed to build on and strengthen
in a moment in time when, due to the covid pandemic, cities these efforts.
across the country were put to the test. Efforts to support the
most vulnerable residents were implemented but unsheltered The initiatives implemented since the adoption of the 2020
homelessness continued to rise across the country. Since plan, have resulted in significant strides in advancing the
launching its strategic homelessness plan in 2020, the City of City’s homelessness response. The work has led to meaningful
Phoenix has made substantial progress in expanding shelter progress, including moving more individuals from unsheltered
and housing capacity, transforming its outreach approach, and homelessness into temporary accommodations and shelters.
improving service coordination. The creation of the Office of In any large complex city, challenges continue to emerge and
Homeless Solutions (OHS) was a pivotal change that elevated it’s essential that a homelessness response is able to adapt.
Phoenix’s role from funder to direct service provider and As the City builds on its progress, there is a growing need
regional leader. These efforts laid the groundwork for a more to focus on preventing homelessness before it occurs and
effective, responsive, and accountable system. With strong
collaboration from community partners, the City of Phoenix
launched a range of innovative projects and strategies to
address homelessness. Understanding this recent progress—
T increasing long-term, permanent solutions.




City Accomplishments
Shelter Expansion
AF Encampment Engagement
and Resolution
Enhanced Outreach




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To meet urgent shelter needs and
connect more people with stability,
the City invested heavily in increasing
bed capacity:

• Over 1,800 temporary and permanent
shelter beds and temporary housing
units were added between 2022
and 2025.

• The Washington Respite and Phoenix
Navigation Centers opened as a City-
owned facilities offering emergency
Phoenix prioritized a strategic approach
to encampments, combining sustained
outreach with shelter options:

• In the Key Campus area, 15 city
blocks were cleared of encampments.

• Through a successful multi-tiered
strategy that included improved
outreach services, enhanced
shelter capacity and coordinated
management, the City cleared the
To improve engagement and
outcomes, Phoenix restructured its
outreach system and introduced
new diversion strategies:

• Homelessness Liaisons were
assigned to each City Council
district and designated City
departments to strengthen
community-based outreach.

• The Phoenix Community Court was
launched in 2024, offering legal
shelter and wraparound services for area using a block by block approach. alternatives that emphasize treatment
up to 480 people. and services.
• Outreach teams engaged 718
• Additional shelters, such as Central individuals; 590 accepted alternative • Cross-department collaboration
Arizona Shelter Services Haven, placements. and behavioral health partnerships
and Rio Fresco and North Mountain supported more targeted
Healing Centers, were launched to • The City created the Safe Outdoor interventions.
address diverse needs. Space as an alternative to an indoor
shelter environment, offering on-site
supportive services.

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Heat Response and Supportive
Services
AF Reducing Barriers and
Improving Access
Housing Development and
Affordability Measures




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Recognizing the risk of extreme heat,
the City expanded access to lifesaving




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services:

• In Summers 2024 and 2025, the City
operated extended hours cooling
centers and a 24/7 respite center to
support heat response. A contracted
provider offered on-site navigation,
case management services, and
connections to appropriate resources.
Phoenix implemented solutions to
make its homelessness response
more accessible and person-centered:

• A property storage program was
created to support personal dignity
and reduce barriers to shelter entry.

• Created spaces allowing for pets
and partners, reducing barriers.
Longer-term housing solutions remain
central to the City’s strategy:

• New projects were launched on City-
owned parcels, including Helen Drake
Village and developments at Central
and Columbus.

• Hotel purchase for conversion into
126 units of affordable housing.

• Zoning reforms allowed for Accessory
• 600+ individuals were placed into Dwelling Units (ADUs) and reduced
shelter directly from the 24/7 Burton parking minimums.
Barr Library respite site alone.
• A Landlord Incentive Program
• Implementation of the naloxone engaging 900+ landlords.
program, making free kits available
• Protections were strengthened
at City-owned shelter sites to help
by prohibiting source-of-income
prevent death from opioid overdose.
discrimination supporting access
to affordable housing.

Phoenix by the Numbers

The 2025 Point-in-Time (PIT) Count, conducted by the
Maricopa Association of Governments, identified 9,734
individuals experiencing homelessness across Maricopa
County on the night of January 27, 2025. Of those, 5,207
people were unsheltered.

In the City of Phoenix, 7,275 individuals were counted as
experiencing homelessness, including 3,761 unsheltered
individuals. This figure includes those residing in the Safe
Outdoor Space, a structured outdoor site managed by the
City but categorized as unsheltered under federal guidelines.
Meanwhile, the number of sheltered individuals in Phoenix
declined by 14%, dropping from 4,097 in 2024 to 3,514 in
2025, due in large part to the expiration of federal funding




Progress Amid Regional Challenges
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that had supported more than 1,000 shelter beds across
the region.

This increase in unsheltered homelessness follows a period of
notable progress. In 2024, Phoenix achieved a 19% reduction
in unsheltered homelessness and a 15% increase in shelter




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While homelessness has continued to rise across
Maricopa County, Phoenix has outpaced regional
trends in shelter access and placement. These efforts
demonstrate a sustained commitment to expanding
services, enhancing coordination, and ensuring long-
term pathways out of homelessness.
placements—the only major city in Maricopa County to show
improvement in both metrics. These gains were the result of
expanded outreach, the addition of high-quality shelter beds,
and the creation of structured transitional spaces such as the
Phoenix Navigation Center and Safe Outdoor Space.

Phoenix remains committed to both immediate response
and long-term solutions. It maintains a strong focus on
encampment engagement, shelter expansion and will be
placing greater emphasis on preventing homelessness and
strengthening and accelerating pathways from temporary




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settings into permanent housing.




P I T C O U N T D ATA F O R P H O E N I X



7000 6902 6798
Total individuals 3514
in Phoenix 5000 3569
experiencing 2942 4097
homelessness


2000 3761









T 2701



2024 2025




AF Unsheltered Sheltered




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Impact on Data Trends
The following data represents information from the 2024 Calendar Year and
serves as a baseline that will be used to measure success in each activity.




6,800 Number of People Entering the
Homeless System for the First Time




25% Percentage of People who




122 Days
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Return to Homelessness




AF 30%
Average Length of Stay in Shelter




Positive Exits from Shelter




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Vision

No one in Phoenix should experience homelessness,
and no community should feel its negative effects. The
we can, make it brief when it happens, and keep people
stable in housing with the supports they need.




Goals
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1.
Decrease number
of people who
become homeless
(Prevention)
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2.
Decrease number
of people in
an unsheltered
situation or in
3.
Reduce length of
time in shelter or
in an unsheltered
situation (Safety/
4.
Increase housing
options and
placements
(Housing)
5.
Increase
awareness and
effectiveness of
available services




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Plan Development Process
shelter (Safety/
Coordination)
Coordination)




The City of Phoenix embarked on a ten-month process to solicit feedback and
develop initiatives that will help achieve its vision. The process kicked off with a
(Accountability)




brainstorming session that allowed the City to reflect on its work, get reenergized
and chart a path forward for a plan refresh. Input from system leaders, such
as the Strategies to Address Homelessness Task Force and the Continuum of
Care (CoC) Lived Experience Workgroup, have been critical in shaping the final
recommendations. The City also hosted two public meetings, developed a
public survey, conducted close to 50 individual interviews and held numerous
input sessions to engage the community and develop a plan that responded to
neighborhood concerns.




Prevention Neighborhood Safety

5 Key
Focus
Areas


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Preventing people from
becoming homeless

Target and expand early intervention
Safety for the neighborhood
and for people experiencing
homelessness




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efforts and housing-focused reentry
services for those exiting the justice
or behavioral health systems.
Develop a coordinated, humane
enforcement approach that supports
outreach and shelter access while
clarifying rules around public space
use. Strengthen the shelter system
through investments in staffing,
streamlined housing placements,
and a weather relief facility to
improve safety, responsiveness, and
positive outcomes.




Coordination Housing System Accountability




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Better coordination with other
systems such as behavioral health
services and employment
Dedicated housing for
individuals and families
experiencing homelessness
Improved accountability and
transparency for City services
and providers




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Expand access to integrated
behavioral health and medical
care for unsheltered individuals




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by embedding specialists in
outreach and shelter teams, and
coordinating funding streams.
Strengthen system accountability
and invest in provider capacity,
while connecting shelter residents
to employment through job training
and dedicated support services.
Use systemwide modeling to guide
allocation of emergency shelter to
permanent housing by assessing
capacity, needs and prioritizing
supportive housing, rental assistance,
and affordable development. Secure
sustainable funding, streamline
housing placements, and expand
options like supportive housing,
rental subsidies, and innovative
housing models to reduce time
spent on the street and in shelter.
Enhance coordination, transparency,
and accountability across the City
managed homelessness response
system by expanding real-time
reporting tools, strengthening
cross-department efforts, and
building workforce capacity. Improve
community engagement through
regular updates, education, and
partnerships, while using data-driven
evaluation and diversified funding to
guide and sustain impact.




Overview of Key Strategies

Prevention

Preventing homelessness has I N I T I AT I V E 1 :

many benefits for individuals and Utilize Data to Identify Individuals Most at Risk of
Becoming Homeless
communities by avoiding the trauma
of homelessness. There are numerous The City will partner with agencies and use predictive analytics
and administrative data to identify the most vulnerable
structural issues that continue to plague
households. This data will be used to better target funding
big cities like Phoenix, for example the
dramatic increase in housing prices
coupled with a lack of housing supply
and inflation. Despite these challenges,
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and social support to align with City priorities and provide
assistance before a housing crisis.



I N I T I AT I V E 2 :




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many people find a way to make it
work. For those living on the edge, small
investments in prevention can have big
returns. Through targeted investments
that are easy to distribute quickly in
the time of crisis, the City can support
people who need it the most and
prevent homelessness before
it happens.
Access to Flexible Prevention Funding
Flexible prevention for vulnerable households in the
community to prevent homelessness from occurring and
keep people housed during a crisis.



I N I T I AT I V E 3 :

Help People Reunite with Family and Friends
The City will work to reconnect people with family or




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friends expanding diversion and rapid exit strategies to
help people who may be able to reunite family and friends
when appropriate.



I N I T I AT I V E 4 :

Help Individuals Who are Justice Involved Find Work
and Housing
Discharge planning and connecting services to people
who are being released from the justice system.




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DRI M PA C T O U TC O M E S


• Increase Funding Available for Prevention, Diversion,
and Flexible Funds
• Reduce Number of People Who Experience First Time
Homelessness
• Increase Number of People Diverted from the Homelessness
Response System

ADDITIONAL AREAS

Neighborhood Safety Coordination Housing

System Accountability
Overview of Key Strategies

Neighborhood
Safety
Phoenix is committed to implementing I N I T I AT I V E 1 :

a comprehensive approach to Develop a Streamlined Process for Enforcement that
Balances Services with Enforcing Existing Laws
homelessness. In Phoenix, that means
respecting individuals’ need for dignity Community safety is important for all people living in the

and support while also empowering
personal responsibility. Maintaining
safety for all residents is a critical part
of the homelessness response. The
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in their neighborhood and to be able to use public facilities
for their intended purpose.




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City is committed to maintaining the
safety and wellbeing of all members
of the community.
I N I T I AT I V E 2 :

Real Time Referral Tool for Outreach Workers
Create a dashboard of shelter bed availability for outreach
workers and service providers to reduce shelter referral time
and develop simpler protocols for admitting clients.



I N I T I AT I V E 3 :

Improve Shelter Performance and Invest in Quality
Improve the quality and performance of City-funded shelters




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by creating more opportunities for people to exit to housing,
maintaining low barriers to entry and having the capacity
to serve high needs populations. The City will continue to
invest in staffing and supportive services to support improved
outcomes from shelter.



I N I T I AT I V E 4 :

Weather Relief Planning
Invest in weather relief solutions such as a facility equipped
with air conditioning, water, and trained staff to handle
extreme temperatures.




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DRI M PA C T O U TC O M E S


• Increase Number of Outreach Contacts

• Increase Number of People Referred to Shelter from Outreach

• Increase Number of People Served at Heat Relief Sites and
Connected to Services


ADDITIONAL AREAS

Neighborhood Safety Coordination
Coordination Housing

System Accountability
Overview of Key Strategies

Coordination
Housing

Safe
Makingandsureaffordable housing is a
residents are connected I N I T I AT I V E 1 :

cornerstone
to all of addressing
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I N I T I AT I V E 2 :
continue to
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Shelter and Housing for High Need Individuals
Ensuring the right blend of services for individuals who
have high-needs and have been experiencing long-term
homelessness. Creating shelter and housing interventions that
can address complex conditions and reduce cycling through
emergency and homelessness response systems.



I N I T I AT I V E 3 :




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Increase Capacity and Quality of Services Provided
Implement strategies and programming to provide additional
support for providers and maintain high quality services across




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City-funded projects.



I N I T I AT I V E 4 :

Better Connections to Job Training and Employment
Opportunities for Individuals Experiencing Homelessness
Expand access to supportive and employment opportunities
in shelter and housing programs.




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DRI M PA C T O U TC O M E S


• Reduce Length of Stay in Shelter

• Increase Number of People Connected to Employment

• Increase Number of People Connected to Behavioral Health
and Substance Use Treatment


ADDITIONAL AREAS

Neighborhood Safety Coordination
Coordination Prevention

System Accountability
Overview of Key Strategies

Housing

Safe and affordable housing is a I N I T I AT I V E 3 :

cornerstone
is a cornerstone of of
addressing
addressing homelessness. Improving Outcomes and Placements From Shelter
Lack of affordable
homelessness. housing
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in the
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in theWhile
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I N I T I AT I V E 4 :

Develop New Housing Models
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supporting
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ways to find
Develop new housing models that make it easier for
individuals and families experiencing homelessness to find
and rent housing. Expand housing models and interventions
such as master leasing and shared housing to make it a
seamless process for individuals experiencing homelessness
to attain housing in the community.



I N I T I AT I V E 5 :

Invest in Permanent Housing




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I N I T I AT I V E 1 :

Conduct a Systemwide Modeling of Inflow and Outflow
to Determine Shelter and Housing Capacity Need
Use system and cost modeling to help identify the needs
of individuals using services to ensure the right blend of
shelter and housing investments. Balance investment in
shelter and services, and prioritize permanent housing.



I N I T I AT I V E 2 :
Increase permanent housing, housing in which rental
assistance and supportive services are provided to assist
households with a disability in achieving stability. Use system
modeling and data driven decision making to determine the
level of need in Phoenix. Determine how much supportive
housing investment is needed for high needs, complex
households who may require both a rental subsidy and
support services to attain and sustain housing.



I N I T I AT I V E 6 :

Advocate for More Housing Vouchers
Stable Funding for Comprehensive Supportive Services
Advocate for increased rental subsidies and housing
for People Exiting Homelessness to Housing
vouchers to support households who may need ongoing
Stabilize funding for comprehensive support services rental support in order to stay housed.
that allow continued successful programming and ensure
people do not return to homelessness. Ongoing funding
is needed to continue successful programming and close
service gaps.




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DRI M PA C T O U TC O M E S


• Increase Supportive Services Available to People in
Housing to Reduce Evictions and Support Stability

• Increase Number of Units Available for 0-30% AMI

• Improve Positive Exits from City-funded Shelters


ADDITIONAL AREAS

Neighborhood Safety Coordination
Prevention
Coordination Housing


Overview of Key Strategies

System
Accountability
The City of Phoenix is committed to I N I T I AT I V E 4 :

improving system operations. The Neighborhood Outreach and Education
City recognizes the need for greater Continue to coordinate with and strategically expand
transparency and efficiency both for connection to neighborhood groups, businesses, and faith

providers and City staff.

The City will focus on establishing
consistent metrics aligned with its
strategic and service goals, which
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organizations for programming and presentations to ensure
residents are aware of the City’s efforts and resources available.
Conduct more neighborhood outreach with opportunities to
provide updates, answer questions and share ways to support
the City’s efforts.




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includes improved public outreach
and communications, and continued
coordination across government
departments.
I N I T I AT I V E 5 :

Data Collection on Key Indicators
Develop systemwide data collection and key indicators of
performance to ensure our investments are achieving our
goals and share those results with internal and external
partners.




D
I N I T I AT I V E 1 : I N I T I AT I V E 6 :
Improvements to PHX C.A.R.E.S. Evaluation of Performance
PHX C.A.R.E.S is the City’s coordinated response for Evaluate performance of City-funded services and




R neighborhoods and individuals experiencing homelessness
that offers education, resources, and encampment cleanups.
Expand C.A.R.E.S. protocols to maintain the City’s coordinated
response to reports from the community.



I N I T I AT I V E 2 :

Improve Coordination Across City Departments
Continue to improve coordination across all City departments,
specifically to ensure that City responses to encampments,
street cleanups, and parks are aligned and effective.
investments, both internal and external.



I N I T I AT I V E 7 :

Cultivate Private Partnerships
Create a diversified funding strategy and leverage multi-
sector partnerships.



I N I T I AT I V E 8 :

Enhance and Promote Healthy Giving Strategies
Continue to enhance and promote Healthy Giving to create
I N I T I AT I V E 3 : opportunities for individuals and volunteers to give their time
and resources in ways that minimize any inadvertent negative
Improve Training and Support for Staff
consequences in the community.
Strengthen workforce through training opportunities to
improve services delivered.

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DRI M PA C T O U TC O M E S


• Increase Employment and Workforce Training Opportunities
in City-funded Shelters
• Improve Community Perception of PHX C.A.R.E.S. Through
Communication and Engagement Regarding Case Outcomes
• Increase Private/Public Partnership Endeavors


ADDITIONAL AREAS

Neighborhood Safety Prevention Housing

System Accountability
Using System Modeling to
Improve Homelessness Planning
To support long-term planning and drive system As Phoenix refines its homelessness strategy, the ongoing
transformation, the City of Phoenix and its planning partner, system modeling work provides a valuable foundation for
Bloomberg Associates, are collaborating with system setting priorities and guiding investment. By highlighting
experts to develop a model that offers a clearer picture of where the system is under strain and where interventions
how people move through the homelessness response can have the greatest impact, the analysis will support the
system. This modeling effort is intended to help Phoenix, development of more targeted, data-driven strategies. These
and the Maricopa Regional Continuum of Care (CoC) assess insights will help the City strengthen the overall system and
who is using the services in the community and balance work toward a more balanced system—one that addresses
investments to meet the needs of people who are homeless. immediate crisis needs while informing, and bolstering,
long-term solutions like prevention and permanent housing
System modeling helps visualize and analyze the full
range of services, from prevention and outreach to shelter,
housing, and long-term stability. It shows how individuals
and families navigate through the system, how long they
stay in each stage, and where gaps or delays may occur.
Just as important, it enables communities to test "what
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to better serve the community.

To reduce homelessness, exits from the homelessness
response system must outpace the inflow of people entering
or reentering the homeless system and long term stayers who
are defined as chronically homeless or in the system for more




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if" scenarios—such as expanding permanent housing or
increasing prevention efforts—and estimate the potential
impact of those changes over time. This gives decision-
makers a practical, data-informed tool to guide policy, set
priorities, and invest resources where they will make the
biggest difference.




SYSTEM MODEL MAP
than a year. The system model maps shown below illustrate
the investments made by the Office of Homeless Solutions to
expand shelter availability. The goals outlined in the refreshed
plan will develop efficiencies in existing shelter inventory and
expand interventions such as diversion, rapid exits, and housing
to improve outcomes to create a more balanced system.




DR
Current investments OHS made to expand shelter
and strategies to move people from encampments
to shelter with services



Created new shelter beds




Increased outreach
Prevent/
Divert to
Shrink Inflow



Shelters are right-sized



Expand housing exits,
free up shelter space


Over time, system can shrink to match
Added support services annual inflow, reaching equilibrium


Long term stayers are connected to appropriate
Long term stayers grow services or housing



Housing Future state goals in strategic plan lead to more
is limited
investment in housing



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Call for Sustainable Funding



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To fully realize the goals outlined in this plan, Phoenix must continue to secure
and grow sustainable funding across multiple sources. This includes at a minimum
sustained, ideally expanded, investment from local, state, and federal partners,
as well as new sources of support from private and philanthropic contributors.
Committed funding mechanisms—such as regional sales tax initiatives—can create
the financial stability needed to scale solutions, preserve and grow affordable
housing, and bring innovative ideas to life. Without strong and predictable
resources, the system cannot evolve beyond crisis response.

To build a future where homelessness is rare, brief, and non-recurring,
we must collectively invest in the tools and infrastructure that make
lasting impact possible.




Implementation Timeline
for the Initiatives

Prevention
I N I T I AT I V E 1 : Utilize Data to Identify Individuals Most at Risk of Becoming Homeless

I N I T I AT I V E 2 : Access to Flexible Prevention Funding

I N I T I AT I V E 3 : Help People Reunite with Family and Friends

I N I T I AT I V E 4 : Help Individuals Who Are Justice Involved Find Work and Housing

Neighborhood Safety
I N I T I A T I V E 1 : Develop a Streamlined Process for Enforcement that Balances Services



I N I T I AT I V E 2 :


I N I T I AT I V E 3 :


I N I T I AT I V E 4 :
with Enforcing Existing Laws

Real Time Referral Tool for Outreach Workers

Improve Shelter Performance and Invest in Quality

Weather Relief Planning
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Coordination
I N I T I AT I V E 1 :




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Better Access and Connection to Behavioral Health Supports

I N I T I A T I V E 2 : Shelter and Housing for High Need Individuals


I N I T I AT I V E 3 :


I N I T I AT I V E 4 :




Housing
Increase Capacity and Quality of Services Provided

Better Connections to Job Training and Employment Opportunities
for Individuals Experiencing Homelessness



I N I T I A T I V E 1 : Conduct a Systemwide Modeling of Inflow and Outflow to Determine
Shelter and Housing Capacity Need




DR
I N I T I AT I V E 2 :



I N I T I AT I V E 3 :


I N I T I AT I V E 4 :


I N I T I AT I V E 5 :


I N I T I AT I V E 6 :


System Accountability
I N I T I AT I V E 1 :


I N I T I AT I V E 2 :
Stable Funding for Comprehensive Supportive Services for People
Exiting Homelessness to Housing

Improving Outcomes and Placements from Shelter

Develop New Housing Models

Invest in Permanent Housing

Advocate for More Housing Vouchers



Improvements to PHX C.A.R.E.S

Improve Coordination Across City Departments

I N I T I AT I V E 3 : Improve Training and Support for Staff

I N I T I AT I V E 4 : Neighborhood Outreach and Education

I N I T I AT I V E 5 : Data Collection on Key Indicators

I N I T I AT I V E 6 : Evaluation of Performance

I N I T I AT I V E 7 : Cultivate Private Partnerships

I N I T I AT I V E 8 : Enhance and Promote Healthy Giving Strategies


SHORT TERM: MEDIUM TERM: LONG TERM:
WITHIN YEAR 1 YEAR 1 TO YEAR 2 2+ YEARS




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DR
Plan Refresh Timeline
Office of Homeless Solutions

Initial Briefings
NOVEMBER/ City Staff Engagement
DECEMBER 1
2024 Create List of Focus Areas
Brainstorming Consult Homelessness Task Force
Analyze Data Community Interviews
Gather Evidence
JANUARY
Review of Best Practices 2 2025




FEBRUARY Engagement
Outreach
Continued Community Outreach
and Interviews
Develop Vision Statement




T MARCH
Refine Ideas
Stakeholder Meetings
Draft Initiatives




First Draft
Prioritize Initiatives
Create Outline of Plan Content
AF APRIL



6 M AY
Additional Input
Refine Plan Interventions Based on
Impact and Feasibility




DR Additional Briefings
Brief Task Force, City Leadership
and CoC
Lived Experience Workgroup
to Gather Feedback
Create Public Survey
Develop Communications Strategy
JUNE




SEPTEMBER/
OCTOBER






J U LY /
AUGUST
Public Engagement
Launch Public Survey
Host Public Meeting and Webinar
to Solicit Feedback
Draft Plan Content




Finalize Plan
Council Review
Incorporate Feedback
Design and Layout Plan for Final Plan
Provider Forum NOVEMBER/
Review Draft Plan with Council 10 DECEMBER




FEBRUARY
Request Council Approval 2026 11
Conclusion


This strategic plan reflects the City of Phoenix’s unwavering
commitment to addressing homelessness with urgency,
compassion, and a long-term vision. It builds on years of
innovation, collaboration, and learning—recognizing both
the progress achieved and the challenges still ahead.
Through the development of diverse shelter options,
enhanced outreach and engagement, strengthened
partnerships and procurement practices, the advancement
of innovative prevention and housing strategies, and the
reinforcement of data systems, Phoenix is working to build
a homelessness response system that not only addresses
crises, but also prevents homelessness and shortens the
path to permanent stability.

Yet plans alone do not create change. Lasting progress
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will depend on the City’s ability to act decisively, adapt




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to evolving needs, and stay aligned across City agencies,
nonprofit partners, and the broader community.




DR
This plan is a roadmap—not a finish line.
It calls on every sector to remain
engaged, share responsibility, and help
shape a system that is more balanced,
effective, and rooted in dignity.




Acknowledgments




T
AF The Office of Homeless Solutions
wishes to express our deep gratitude
to community members and service
providers who took the time to attend
our public meetings, provide feedback
or participate in round table meetings




DR
as our office developed this plan.

The implementation of this plan will take
the will of the entire community and we
are grateful to work in a community that
values strategic solutions to address one
of society’s most complex problems.

We truly appreciate your thoughtful
comments and the time you took to
work with us on this important plan.
Your participation is valued.




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DR
Support provided by Kristin Misner-Gutierrez and Tamiru Mammo of Bloomberg Associates




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ATTACHMENT B

Phoenix’s Strategic Plan
to Address Homelessness
Executive Summary
We’ve fundamentally changed how Phoenix addresses
homelessness. In 2022, with strong support from the City Council,
we established the Office of Homeless Solutions (OHS) to lead our
efforts. Now, instead of simply funding services, the City delivers
them directly. This shift has increased accountability and produced
real results.

This plan represents the path forward for Phoenix in our efforts
to address homelessness with the goal of making significant
progress by 2029.




Vision
No one in Phoenix should experience homelessness, and no
community should feel its negative effects. The City of Phoenix
will strive to prevent homelessness when we can, make it brief
when it happens, and keep people stable in housing with the
supports they need.




Goals

1. 2. 3. 4. 5.
Decrease number Decrease number Reduce length of Increase housing Increase awareness
of people who of people in time in shelter or options and and effectiveness of
become homeless an unsheltered in an unsheltered placements available services
(Prevention) situation or in situation (Safety/ (Housing) (Accountability)
shelter (Safety/ Coordination)
Coordination)


5 Key Focus Prevention Neighborhood Safety

Areas Preventing people from becoming
homeless
Safety for the neighborhood and for
people experiencing homelessness

These initiatives will Target and expand early intervention Develop a coordinated, humane
support Phoenix to reduce efforts and housing-focused reentry enforcement approach that supports
services for those exiting the justice or outreach and shelter access while clarifying
homelessness and improve
rules around public space use. Strengthen
our delivery system in order behavioral health systems.
the shelter system through investments in
to achieve our vision. I N I T I AT I V E 1 : staffing, streamlined housing placements,
Utilize Data to Identify Individuals Most at and a weather relief facility to improve safety,
Risk of Becoming Homeless
responsiveness, and positive outcomes.
I N I T I AT I V E 2 :
I N I T I AT I V E 1 :
Access to Flexible Prevention Funding
Develop a Streamlined Process for
I N I T I AT I V E 3 : Enforcement that Balances Services with
Help People Reunite with Family and Enforcing Existing Laws
Friends
I N I T I AT I V E 2 :
I N I T I AT I V E 4 : Real Time Referral Tool for Outreach Workers
Help Individuals Who Are Justice Involved
I N I T I AT I V E 3 :
Find Work and Housing
Improve Shelter Performance and Invest in
Quality
I N I T I AT I V E 4 :
Weather Relief Planning



Coordination Housing System Accountability
Better coordination with other Dedicated housing for individuals and Improved accountability and transparency
systems such as behavioral health families experiencing homelessness for City services and providers
services and employment Enhance coordination, transparency, and
Use systemwide modeling to guide
Expand access to integrated behavioral allocation of emergency shelter to accountability across the City managed
health and medical care for unsheltered permanent housing by assessing capacity, homelessness response system by
expanding real-time reporting tools,
individuals by embedding specialists needs and prioritizing supportive
strengthening cross-department efforts,
in outreach and shelter teams, housing, rental assistance, and affordable
and building workforce capacity. Improve
and coordinating funding streams. development. Secure sustainable funding,
community engagement through regular
Strengthen system accountability streamline housing placements, and updates, education, and partnerships, while
and invest in provider capacity, expand options like supportive housing, using data-driven evaluation and diversified
while connecting shelter residents to rental subsidies, and innovative housing funding to guide and sustain impact.
employment through job training and models to reduce time spent on the street
I N I T I AT I V E 1 :
dedicated support services. and in shelter. Improvements to PHX C.A.R.E.S
I N I T I AT I V E 1 : I N I T I AT I V E 1 : I N I T I AT I V E 2 :
Better Access and Connection to Behavioral Conduct a Systemwide Modeling of Inflow Improve Coordination Across City
Health Supports and Outflow to Determine Shelter and Departments
Housing Capacity Need
I N I T I AT I V E 2 : I N I T I AT I V E 3 :
Shelter and Housing for High Need I N I T I AT I V E 2 :
Improve Training and Support for Staff
Individuals Stable Funding for Comprehensive
Supportive Services for People Exiting I N I T I AT I V E 4 :
I N I T I AT I V E 3 : Neighborhood Outreach and Education
Homelessness to Housing
Increase Capacity and Quality of Services
I N I T I AT I V E 5 :
Provided I N I T I AT I V E 3 :
Improving Outcomes and Placements from Data Collection on Key Indicators
I N I T I AT I V E 4 :
Shelter I N I T I AT I V E 6 :
Better Connections to Job Training and
Employment Opportunities for Individuals I N I T I AT I V E 4 : Evaluation of Performance
Experiencing Homelessness Develop New Housing Models I N I T I AT I V E 7 :

I N I T I AT I V E 5 : Cultivate Private Partnerships
Invest in Permanent Housing I N I T I AT I V E 8 :

I N I T I AT I V E 6 :
Enhance and Promote Healthy Giving
Advocate for More Housing Vouchers Strategies



Report

Solid Waste Financial Status and Rate Update - Citywide

This report provides an update on the Public Works Department’s Solid Waste
Management Program and presents the financial status of the Solid Waste Fund,
including current operational impacts and a proposed strategy to address rising costs
and ensure the long-term viability of solid waste services.

THIS ITEM IS FOR INFORMATION AND DISCUSSION.

Summary
The Public Works Department’s Solid Waste Management Program provides essential
Citywide services to support a safe, clean, and visually appealing environment through
the collection, disposal, recycling, composting, and public education related to the
community’s solid waste stream. The Solid Waste Division provides solid waste
collection and post-collection services to more than 425,000 rate-paying customers.
Delivering these essential services requires a substantial investment in personnel,
fleet, infrastructure, and regulatory compliance, including 626 full-time employees and
approximately 656 trucks and pieces of heavy equipment.

In Fiscal Year 2024-25, solid waste collection vehicles traveled nearly five million
miles, and collected and processed more than one million tons of material at two City-
owned transfer stations, two Materials Recovery Facilities, and one compost facility.
The Department also owns and operates the State Route 85 Landfill in Buckeye,
Arizona (60 miles from Phoenix), and is responsible for the maintenance and
regulatory oversight of five closed landfills within the City.

In April 2016, the City Council adopted a goal to achieve zero waste by 2050. The
Department remains committed to achieving this goal and is advancing programs and
services designed to reach 50 percent waste diversion by 2030 and zero waste by
2050. As of Fiscal Year 2024-25, the City’s waste diversion rate is 33.3 percent, above
the Environmental Protection Agency national diversion rate of 32.1 percent. These
goals align with the City’s Climate Action Plan and focus on increasing material reuse
and enhancing recycling efforts to further reduce landfill disposal.





The Solid Waste Management Program operates as an enterprise fund, covering all
related expenses, including operations, Capital Improvement Projects, debt service,
and indirect costs. Revenues for the Solid Waste Program are generated by three
major sources: (1) monthly fees charged for residential household service; (2) disposal
fees charged at the transfer stations and landfill; and (3) the sale of recycled materials.
Approximately 86 percent of the division’s funding is generated from the residential
solid waste monthly fee. Chapter 27 of the Phoenix City Code defines residential
collection for dwelling units defined as single dwelling units; buildings with less than
five dwelling units, including duplex, triplex, and fourplex units; multi-family dwelling
units between five and 30 units; mobile home parks, townhomes and condominiums.
Unlike many other municipalities, the City does not provide solid waste collection
services to commercial or industrial establishments or to any building with more than
30 multi-family dwelling units.

Since the last Council-approved rate adjustment in 2020, the Solid Waste
Management Program has experienced significant increases in operational costs and
is projecting a budget shortfall in the current fiscal year. Since 2020, the average cost
of living in the United States has increased by approximately 25 percent, based on
official inflation measures. To address these financial challenges, a proposed multi-
year fee adjustment is recommended to ensure the program can continue providing
reliable service and meet regulatory compliance requirements for operating and
maintaining critical solid waste infrastructure, including active and closed landfills, the
compost facility, materials recovery facilities, and transfer stations.

Discussion
Residential solid waste fees are established by Chapter 27 of the Phoenix City Code
and are assessed based on the number of living units, containers serviced, and
associated operational costs. The current monthly residential solid waste fee is $37.32,
which includes the final two-percent inflationary increase approved in 2020 that took
effect on January 1, 2026.

The Public Works Department offers a subscription-based weekly curbside green
organics collection service. The program, launched in 2012, is available to properties
located within established areas of the City with significant vegetation. The current
subscription fee for weekly curbside green organics collection (90-gallon container) is
$5 per month per container. This fee has not been updated since 2012.

Since the last residential rate adjustment approved by City Council in February 2020,
the division has experienced substantial cost increases across key operational areas.
Staff costs have increased by approximately 32 percent, primarily attributed to the
City’s recent Class and Compensation Study and rate adjustments made in 2023.


Vehicle and equipment costs have increased by 52 percent, and construction-related
costs to maintain critical infrastructure have increased by 40 percent. Despite receiving
$20 million in excise tax bond funding in 2024, implementing operational efficiencies
and deferring vehicle replacements and infrastructure projects, the Solid Waste Fund
is projected to experience a budget shortfall of up to $20.8 million in the current Fiscal
Year and is forecasted to be drawn close to zero by Fiscal Year 2027-28.

On October 20, 2025, the Solid Waste Rate Advisory Committee met to review the
financial status of the Solid Waste Fund and evaluated a 2024 Cost-of-Service Model
prepared by NewGen Strategies and Solutions. After evaluation of increased labor,
equipment, and infrastructure costs, it was determined that a solid waste rate
adjustment was required to maintain service. The Cost-of-Service Model was updated
using the most recent budget and billing data and determined that current rates are
insufficient to recover the full cost of service. The Solid Waste Rate Advisory
Committee unanimously approved staff’s proposed recommendation for a multi-year
rate increase, an inflationary adjustment, and an increase to the green organics
collection subscription fee for consideration by the City Council.

The proposed solid waste fee adjustment was determined by identifying current
expenditures and revenues, including the minimum operating reserve requirement
($50 million) as well as future capital improvement needs. The proposed rate
adjustment includes a $6 monthly increase effective the first bill-day of July 2026
($43.32), followed by an additional $6 increase effective the first bill-day of July 2027
($49.32), and a $5 increase effective the first bill-day of July 2028 ($54.32). The
recommendation includes an annual inflationary adjustment not to exceed five percent,
to be applied from July 1, 2029 through June 30, 2034. Staff will review and discuss
the required inflationary rate increase with Council annually prior to implementation.
Additionally, eligible customers participating in the curbside green organics program
would pay one-quarter of the applicable monthly residential solid waste rate.

The proposed adjustments are expected to generate approximately $87.8 million for
the Solid Waste Fund over a three-year period. Beginning in year four, the inflation rate
would be reviewed annually and will not exceed five percent. The inflation rate is
intended to support long-term fund stability while minimizing the need for larger
residential rate increases.

If a solid waste rate adjustment is not implemented for Fiscal Year 2026-27, the City’s
ability to provide solid waste collection and post-collection services will be severely
impacted, resulting in significant service reductions. These impacts would compromise
the City’s ability to maintain reliable service, meet Council adopted zero waste goals,
adequately operate and maintain critical solid waste infrastructure, and comply with


City Code Chapter 27, Maricopa County Environmental Health Code, Arizona
Department of Environmental Quality rules, and Federal Environmental Protection
Agency regulations.

Public Outreach
The February 10, 2026, City Council Policy meeting will initiate public outreach efforts
over the next two months. The Public Works Department proposes to engage the
community through Community Solid Waste Information Sessions, as outlined in
Attachment A. These sessions will provide information regarding the Solid Waste
Management Program, the costs associated with delivering these critical public
services, and an opportunity to provide feedback on the proposed fee adjustment.
Community engagement is planned for February and March 2026. Staff will return to
Council direction on a solid waste rate adjustment to support the long-term financial
stability of the Solid Waste Fund.

Responsible Department
This item is submitted by Deputy City Manager Alan Stephenson and the Public Works
Department.





ATTACHMENT A




2026 PWD Solid Waste Rate Information Sessions
The City of Phoenix invites residents to attend an information session to learn
about the Public Works Department’s Solid Waste Division rate updates.
Meeting Dates and Locations


Date Time Location Room Address
February 25, 2026 6:00 p.m. Paradise Valley Multipurpose 17402 N. 40th Street
Community Center Room Phoenix, AZ 85032
March 3, 2026 6:00 p.m. Maryvale Auditorium 4420 N. 51st Avenue
Community Center Phoenix, AZ 85031
March 4, 2026 6:00 p.m. South Mountain Room L162 7050 S. 24th Street
Community Library Phoenix, AZ 85042
March 10, 2026 6:00 p.m. Washington Multipurpose 2240 W. Citrus Way
(Conducted in Spanish) Activity Center Room Phoenix, AZ 85015
March 12, 2026 6:00 p.m. Desert West Multipurpose 6501 W. Virginia Avenue
(Conducted in Spanish) Community Center Room Phoenix, AZ 85035
March 16, 2026 10:00 a.m. Virtual WebEx — —
Meeting
March 17, 2026 6:00 p.m. Encanto Park — 2605 N. 15th Avenue
Clubhouse Phoenix, AZ 85007
March 19, 2026 6:00 p.m. Beuf Community Multipurpose 3435 W. Pinnacle Peak Road
Center Room Phoenix, AZ 85027
March 25, 2026 6:00 p.m. Deer Valley Multipurpose 2001 W. Wahalla Lane
Community Center Room Phoenix, AZ 85027