Fiscal Year 2026-27 City Manager's Proposed Budget - Citywide

This report transmits a balanced Fiscal Year (FY) 2026-27 City Manager's Proposed
Budget for community review and comment. No action is required at this time.
Action on the FY 2026-27 budget is scheduled for the May 19, 2026 City Council
meeting.

THIS ITEM IS FOR INFORMATION, DISCUSSION, AND POSSIBLE ACTION.

The FY 2026-27 City Manager's Trial Budget presented to City Council on March
24, 2026 included a projected General Fund (GF) surplus of $163.3 million. Since
that time, staff have made minor revisions to expenditure estimates, and the City
has come to agreements with labor groups. Based on these updates, the GF
surplus is now projected at $162.5 million. The surplus is recommended to be
allocated to key Council Priority areas, employee compensation, and a set-aside to
help ensure FY 2027-28 remains balanced. These allocations are discussed in
greater detail later in this report and are documented in Attachments A and B.

The City of Phoenix is committed to transparency and community engagement in the
budget process. Between March 30 and April 16, the City hosted 12 community budget
hearings to obtain feedback from residents on the proposed budget and conducted
significant additional outreach. Based on this feedback, the available additional
$2.4 million has been allocated to several new or enhanced programs, which are
detailed later in this report. Additional information on community feedback and
engagement efforts will also be discussed in the report and is documented in
Attachment D.

The proposed FY 2026-27 City Manager's Proposed Budget also includes
information on Non-General Fund additions (Attachment C) and detailed
schedules for all City Funds (Schedules 1-11). No changes are recommended to
Non-General Fund additions presented in the Trial Budget.

Summary
The City of Phoenix continues to be an economic leader in the country, highlighted by



diverse business and economic opportunities, a strong job market, and continued
population growth. These core strengths, combined with the leadership of the Mayor
and City Council, have helped put the City on firm financial footing. However,
geopolitical issues, federal and state policy uncertainty, ongoing concerns with
affordability, and uneven economic data underscore the continued need for careful
financial planning.

The proposed balanced FY 2026-27 City Manager's Budget reflects this careful
planning by recommending strategic investments in key Council priority areas. These
GF additions are summarized in Attachment A and itemized with additional detail in
Attachment B. The budget also reflects $50.0 million for employee compensation
increases, underscoring the vital role City staff play in delivering the services residents
rely on every day. In addition, the budget looks to the future, setting aside $75.0 million
to help ensure FY 2027-28 remains balanced. These GF additions and uses totaling
$162.5 million are summarized below:

· Community Health and Safety - $1.6 million.
· Children, Youth, and Families - $9.4 million.
· Homeless Service Continuity - $18.4 million.
· Housing Affordability - $6.6 million.
· Planning and Development Customer Service Enhancements - $1.5 million.
· Employee Compensation - $50.0 million.
· Set-Aside to Balance FY 2027-28 - $75.0 million.

The proposed FY 2026-27 budget includes 69.9 ongoing full-time equivalent (FTE)
positions needed in GF (45.9 FTE) and Non-GF departments (24.0 FTE), and
represents conversion of existing budgeted resources for critical position needs.
Funding for these positions has been identified and accounted for in department
operating budgets and therefore no additional funding is necessary. The budget
also includes Non-GF additions in the Aviation Department. More information on
position conversions and Non-GF additions can be found in Attachments B and C.

Additionally, detailed FY 2026-27 budget information and schedules are provided for
all City funds (Schedules 1-11).

Community Feedback on the FY 2026-27 Proposed Budget
Resident input was solicited at 12 community budget hearings held between March 30
and April 16, 2026. Extensive outreach was conducted to raise awareness about the
hearings and other ways to provide input on the budget. This outreach included live



television, streaming, and Internet-based advertising through Cox Communications, as
well as Spanish language advertisements on local Spanish radio station La Onda.
Information was also distributed through social media platforms, the City website, and
the Phoenix at Your Service newsletter. In addition to the budget hearings, community
members also submitted feedback by phone and email. These efforts resulted in 391
comments submitted on the budget.

Attachment D includes information on the City's efforts to address many of the
comments made by residents, a summary of comments by category, minutes of each
budget hearing, and all email and phone comments. The public can continue to access
information on the proposed budget, including video recordings of completed budget
hearings, at phoenix.gov/budget.

Proposed Additions and Changes to the City Manager's Budget
The FY 2026-27 City Manager's Proposed Budget includes an available GF surplus of
$162.5 million. This amount has been updated from the Trial Budget GF surplus of
$163.3 million based on refined expenditure estimates and reflecting finalized
negotiated employee compensation increases.

Based on these updates and the feedback of residents, the City Manager's Proposed
Budget recommends several changes from the Trial Budget. These changes are
summarized below. Changes are identified in this report as *NEW* and are included in
Attachments A and B.

· Flexible Emergency Financial Assistance - increase funding for flexible emergency
financial assistance from $1.5 million to $3.15 million in one-time funding.
· Teen Services Programming - increase funding for teen services programming from
$500K to $937K in ongoing funding.
· Parks Services Permit Staffing Support and Service Connectors - add ongoing
funding of $379K to provide staffing for the Parks Services Permit program, which is
scheduled for consideration by the Mayor and Council on May 6, 2026. If the City
Council does not adopt a permitting system at its May 6 meeting, this funding will be
reallocated for the May 19 Council budget adoption vote.
· Employee Compensation - adjust the employee compensation set-aside from $53.2
million to $50.0 million to reflect the finalized amounts needed for labor agreements.
This adjustment is due to slightly more of the final compensation package occurring
in the second year of the contract.
· Childcare Set-Aside / Supplemental Nutrition Assistance Program (SNAP)
Navigation - for FY 2026-27 only, allocate a portion of the $5 million ongoing set-
aside for childcare affordability to fund SNAP navigation support.




Additional detail on these changes is provided in the following section, as well as
Attachments A and B. The City Manager's Proposed Budget does not include any
Non-GF changes from the Trial Budget.

Proposed FY 2026-27 General Fund Additions - $162.5 million and 57.9 positions
The FY 2026-27 City Manager's Proposed Budget invests in key Council priority areas,
employee compensation, and set-asides to keep future budgets balanced. These
investments are summarized below. Additional details, including positions, dollar
amounts, and impacted departments, are provided in Attachments A and B.

*NEW* Community Health and Safety - $1.6 million and 11.5 positions
Community health and safety remains a high priority for the City Council, and the City
Manager's Proposed Budget includes several additions designed to address this
priority. First, it proposes to invest $500K in one-time funds for additional streetlights
and streetlighting upgrades in the 27th Avenue Community Safety Plan corridor, to
further the progress made in improving safety and quality of life along 27th Avenue and
the I-17 corridor. Next, it includes $500K in one-time funds for security lighting
enhancements at City parks, helping to promote safe recreational opportunities for
Phoenix residents. These improvements include enhanced playground lighting at
Buffalo Ridge, Moon Valley, Sueno, and Western Star Parks, and perimeter lighting
improvements at Hilaria Rodriguez Park. The City Manager's Proposed Budget
includes $266K in partial-year, ongoing operating costs for the new 2023 GO Bond-
funded Esteban Park recreation center and for the new Lone Mountain Park. These
additions include 8.5 positions, with combined full-year, ongoing operating costs
estimated at $764K. *NEW* Additional ongoing funding of $379K has been identified to
add staffing to support the Parks Services Permit program, scheduled to be voted on
by Mayor and Council on May 6, 2026. This funding would add an Administrative
Assistant II in Parks to coordinate the permitting process to ensure collaboration with
partners and compliance with the Medical Treatment and Food Distribution in City
Parks Ordinance. Additionally, two Caseworker III positions in the Office of Homeless
Solutions would work with qualified outreach teams from medical provider groups and
provide cooperative outreach at parks to assist individuals experiencing
homelessness.

*NEW* Children, Youth, and Families - $9.4 million and 0.5 positions
Children, youth, and families are a vital part of the Phoenix community, and the City
Manager's Proposed Budget invests in them in several ways. First, childcare costs
represent a significant financial challenge for Phoenix families. The City Manager's
Budget includes a $5 million ongoing set-aside to address this challenge by exploring
options to help bring down the cost of childcare for Phoenix families. *NEW* A portion


of the childcare set-aside is recommended to be used in FY 2026-27 only for SNAP
navigation services. These services are intended to assist Phoenix residents
experiencing SNAP application and certification issues due to changes in the state's
administration of this program and new federal compliance requirements. Additional
programmatic details on the childcare set-aside and SNAP navigation services will be
developed in the coming months. *NEW* Next, the City Manager's Proposed Budget
includes $3.15 million in one-time funds to provide flexible emergency financial
assistance to Phoenix residents. This funding is intended to help prevent
homelessness and stabilize housing and food security for low-income individuals and
families in light of recent reductions and restrictions in federal funding, which have
impacted SNAP recipients, refugees, and other community members. This funding has
been increased from the Trial Budget amount of $1.5 million and will allow more
residents experiencing financial distress to receive assistance. The assistance will
include both targeted one-time crisis assistance and stability assistance, which
includes case management support. Up to $200K of the funding may be used on
staffing to support this expanded program. *NEW* The City Manager's Proposed
Budget also includes $937K in ongoing funds, including 0.5 part-time positions, for the
Parks and Recreation Department to invest in several teen services programs,
including structured tutoring opportunities, enhanced and expanded recreation
programming, and to improve program affordability that ensures Phoenix families can
participate in Parks programs. This funding has been increased from the Trial Budget
amount of $500K and expands the number of community centers able to offer
enhanced programming and youth and teen engagement. Specific community centers
impacted by this addition are listed in Attachment B. Finally, the City Manager's
Proposed Budget includes $322K in ongoing funds for a parking lease at Cholla
Library. Ongoing redevelopment of the former Metrocenter Mall has reduced parking
options for library visitors. This funding will secure a dedicated parking lot for visitors,
ensuring they can continue to enjoy the library's offerings.

Homeless Service Continuity - $18.4 million and 0.0 positions
During the pandemic, the City Council strategically deployed American Rescue Plan
Act (ARPA) funding to address homelessness in the Phoenix area. As ARPA funding
expires, and to ensure progress made in this critical area continues, the City
Manager's Proposed Budget includes a total of $18.4 million in ongoing funds to
continue key services. This includes $12.9 million to continue shelter operations, both
at City-owned facilities such as the Phoenix Navigation Center, Safe Outdoor Space,
and Washington Shelter, and through nonprofit partner facilities, such as Rio Fresco,
North Mountain Healing Center, and the Central Arizona Shelter Services single adult
shelter. Funding of $1.5 million will help continue summer heat relief efforts at the
City's 24/7 heat respite sites and three extended hour cooling centers. Additionally, the
City Manager's Proposed Budget allocates $1.5 million to support the Keys to Change


Key Campus operations, including the Brian Garcia Welcome Center, janitorial
services around the campus, and ensuring safe and secure storage of client personal
property. Finally, $2.5 million is included for a master lease program. This program
would enable the City to secure master leases for rental housing units, which include
on-site support services, to sublease to individuals exiting homelessness to free up
shelter bed space.

Housing Affordability - $6.6 million and 0.0 positions
The City Council established the Phoenix Housing Trust Fund in May 2025, and
adopted the Housing Trust Policy in November 2025, to further the City's commitment
to affordable housing. The proposed one-time $6.6 million increase to the Housing
Trust Fund would bring its total available resources to $15 million, representing a
significant investment in affordable housing. This funding includes $2 million
designated for waivers or reductions on affordable housing and related project plan
review, permit, and inspection fees, consistent with the Housing Trust Fund guidance
adopted by the City Council in November 2025. It also includes $1 million designated
for the creation of pre-approved housing plans focused on affordability and the
character of the city's villages. Remaining funds would be deployed in accordance with
the Housing Trust Policy, furthering affordable housing efforts in Phoenix.

Planning and Development Customer Service Enhancements - $1.5 million and 0.0
positions
The FY 2026-27 Trial Budget includes $1.5 million in one-time funds for customer
service enhancements in the Planning and Development Department, focused on two
key areas. First, the funding will support improvements to the customer service
experience at Phoenix City Hall, including streamlined check-in processes, customer
flow, and other potential enhancements to the visitor experience. Additionally, the
funding will support continued customer service and process improvement initiatives,
which may include website enhancements, additional educational efforts on available
services and resources, and technology upgrades.

*NEW* Set-Aside for Labor - $50.0 million
Investing in employees to recruit and retain talent remains a top priority for the Mayor
and City Council. The FY 2026-27 City Manager's Proposed Budget includes a $50.0
million set-aside based on finalized labor agreements and includes a mix of ongoing
and one-time funds. The set-aside has been updated from $53.2 million in the Trial
Budget based on specific negotiated increases in each year of the two-year
agreements.

Set-Aside to Balance the FY 2027-28 Budget - $75.0 million
The FY 2026-27 City Manager's Proposed Budget includes a set-aside of $75.0 million


to help ensure the FY 2027-28 budget remains balanced. This strategic use of one-
time funds allows for the continuation of programs and services that residents rely on
and helps ensure the GF budget is sustainable into the future.

Non-GF Budget Additions - 1.2 million and 8.0 positions
The City Manager's Proposed Budget also includes several Non-GF supplemental
budget additions for the Aviation Department, totaling $1.2 million and 8.0 FTEs.
These additions will support international airline operations, capital project
management, computer technology upgrades, water quality monitoring, and
administrative needs. Additional detail is provided in Attachment C.

GF and Non-GF Conversions to Maintain Services - $0 and 69.9 FTE
The City Manager's Proposed Budget includes 45.9 GF and 24.0 Non-GF new
ongoing positions to provide critical and sometimes legally required support for City
departments. These positions either represent conversions of existing temporary
positions to ongoing status or are new ongoing positions funded at no additional cost.
Funding for these positions has been identified and programmed in each respective
department's operating budget. These positions are reflected in Attachments B and C.

FY 2026-27 City Manager's Budget
The proposed balanced FY 2026-27 GF budget is $2,290.9 million. This is a $97.3
million increase or 4.4 percent from the adopted FY 2025-26 GF Budget of $2,193.6
million. The increase is primarily due to increased compensation costs, which include
the impact of negotiated labor increases, higher public safety pension costs, higher
fringe benefit costs, and increases for contractual, commodity, and vehicle
replacement costs.

Projected GF resources are estimated at $2,290.9 million and include the estimated
beginning balance of $249.3 million, estimated revenue of $1,991.4 million and net
interfund transfers and recoveries of $50.3 million, which include interfund transfers for
central services, in-lieu property taxes, debt service, infrastructure repayment
agreements, and resources to support the Public Safety Specialty Funds. GF revenues
of $1,991.4 million represent annual growth of 3.5 percent over FY 2025-26. Revenue
projections assume no further impact from the current legislative session and are
based on the most recent data available to formulate projections. Schedule 2 included
in this report provides more information about City revenue estimates for all funds and
additional information can be found on the Budget and Research website at
phoenix.gov/budget.

For all funds, which includes General, Enterprise and Special Revenue funds such as
grants, and all debt service and pay-as-you-go capital costs, the proposed FY 2026-27


budget is $6,862.7 million. Details on the FY 2026-27 proposed budget for all City
funds is attached to this report in Schedules 1-11 and include:

· Resources and expenditures by fund for FY 2024-25 actuals; FY 2025-26 estimate;
and FY 2026-27 proposed budget.
· Proposed revenues for all City funds by major source.
· Proposed operating expenditures by department, including fund source.
· Proposed debt service by program, source of funds, and expense type.
· Proposed interfund transfers.
· Proposed full-time equivalent (FTE) positions by department.
· Preliminary FY 2026-27 Capital Improvement Program resources and expenditures
by capital fund, program and fund source.
· Preliminary FY 2026-27 Capital Improvement Program by source of funds.
· Summary of proposed property tax levy and rate information.

Next Steps
The remaining key dates in this year's budget process include:

Date Event
May 19, 2026 City Council Budget Decision
June 3, 2026 FY 2026-27 Tentative Budget Ordinance Adoption
June 17, 2026 FY 2026-27 Funding Plan and Final Budget Ordinance Adoption
July 1, 2026 FY 2026-27 Property Tax Levy Ordinance Adoption

On July 1, 2026, City Council is scheduled to adopt the property tax as the final step in
the legally required budget adoption process. Primary property tax revenues support
operating costs for GF programs and services, while secondary property taxes pay
debt service for capital projects for the General Obligation (GO) Bond Program. In
November 2023, Phoenix voters approved the 2023 GO Bond Program, which
includes 47 projects and provides the resources needed for new parks and libraries,
police and fire stations, regional pools and splash pads, community centers, arts
facility improvements, and street and storm drain projects. More information on the
2023 GO Bond Program can be found at phoenix.gov/bond.

The total combined primary and secondary property tax rate for FY 2026-27 of
$2.0397 is lower than the FY 2025-26 combined rate of $2.0799. The proposed
primary property tax rate for FY 2026-27 of $1.2652 is slightly lower than the FY 2025-
26 primary rate of $1.2658. The proposed secondary property tax rate for FY 2026-27
of $0.7745 is lower than the FY 2025-26 secondary rate of $0.8141. Although the



primary property tax rate is reduced, the primary property tax revenue estimate
increases for 2026-27 to $233.4M, which is $10.7M or 4.8% more than the 2025-26
revenue estimate of $222.7M due to increased taxable net assessed valuations
(property values) and new construction.

Additionally, state law requires a Truth in Taxation hearing notice to property owners,
which requires notification any time the average primary property tax bill increases,
even if the tax rate is not increased. The law does not require notice on the City’s
secondary property tax. The hearing is scheduled to take place at the City Council
Formal meeting on June 17, 2026.

Responsible Department
This item is submitted by City Manager Ed Zuercher and the Budget and Research
Department.





FY 2026-27 Proposed General Fund Additions Summary
FY 2026-27
Responsible Department Ongoing vs. One-Time Funding FTEs
Budget Impact
Community Health and Safety
27th Avenue Community Safety Plan Enhancements Street Transportation One-Time 0.0 $500,000
Parks Lighting Improvements Parks and Recreation One-Time 0.0 $500,000
Esteban Rec Center and Lone Mountain Park Operating Costs Parks and Recreation Ongoing 8.5 $266,000
*NEW* Parks Services Permit Staffing Support and Service Connectors Parks and Recreation and Ongoing 3.0 $379,000
Office of Homeless Solutions
Community Health and Safety Total 11.5 $1,645,000
Children, Youth, and Families
*NEW* Childcare Affordability Set-Aside (incl. FY 2026-27 SNAP To Be Determined Ongoing TBD* $5,000,000
Navigation Support)
*NEW* Flexible Emergency Financial Assistance Human Services One-Time TBD* $3,150,000
*NEW* Teen Services Programming Parks and Recreation Ongoing 0.5 $937,000
Cholla Library Parking Lease Library Ongoing 0.0 $322,000
Children, Youth, and Families Total 0.5 $9,409,000
Homeless Service Continuity
Shelter Operations Office of Homeless Solutions Ongoing 0.0 $12,941,000
ATTACHMENT A

Heat Relief Funding Office of Homeless Solutions Ongoing 0.0 $1,500,000
Keys to Change Campus Operational Support Office of Homeless Solutions Ongoing 0.0 $1,500,000
Master Lease Program Office of Homeless Solutions Ongoing 0.0 $2,500,000
Homeless Service Continuity Total 0.0 $18,441,000
Housing Affordability - Housing Trust Fund Housing One-Time 0.0 $6,600,000
Planning and Development Customer Service Enhancements Planning and Development One-Time 0.0 $1,500,000
*NEW* Set-Aside for Employee Compensation Citywide Both Ongoing and One-Time n/a $50,000,000
Set-Aside to Balance FY 2027-28 Citywide One-Time n/a $75,000,000
Total General Fund Additions 12.0* $162,595,000
*FY 2026-27 SNAP Navigation staffing needs to be determined. Flexible emergency financial assistance includes up to $200K to support staffing needs.




$77$&+0(17%




2026-27

PROPOSED ADDITIONS
GENERAL FUND

View the Inventory of Programs published online for program details.

2026-27
Department/Program Total

Set-Asides

1. *NEW* Current employee contracts expire at the end of the current fiscal year. $50,000,000
Management has been negotiating and reached agreement with each bargaining
unit. The City Council is scheduled to consider approval and ratification of the five
labor union contracts on May 6, 2026. This set-aside includes the amounts needed
for ongoing base wage increases and non-continuous payments in Year 1 of the
contract and a set-aside for ongoing base wage increases in Year 2 of the contract.
Non-continuous payments in Year 2 of the contract will be paid for through
projected available balance in the General Fund.

2. General Fund set-aside of one-time funds to be used to balance the projected FY $75,000,000
2027-28 budget.

3. *NEW* General Fund set-aside of ongoing funds to support efforts to address $5,000,000
childcare affordability for Phoenix families. A portion of this funding will be used in
FY 2026-27 to support Supplemental Nutrition Assistance Program navigation
assistance.

Total Set-Asides $130,000,000

City Manager's Office
1. Office of Innovation $0
Convert a temporary full-time Administrative Assistant I position and a temporary 1.5
part-time Administrative Intern position to ongoing status. The Administrative
Assistant I maintains the City Manager’s Performance Dashboard and
Environmental, Social, and Governance Dashboard; leads Innovation Office-
geographical information systems (GIS) initiatives; and supports coordination and
analysis for projects including the Chilled Drinking Water Initiative. The part time
Administrative Intern supports data collection and quality assurance for the City
Manager’s Performance Dashboard, the Valley Benchmark Cities Initiative, and the
Chilled Drinking Water Initiative, and produces and manages digital story maps
and infographics that connect the community to key projects through data.


Total City Manager's Office $0
1.5




2026-27
Department/Program Total
Finance
1. Administration $0
Convert a temporary Finance Director position to ongoing status. The Finance 1.0
Director position will allow the Chief Financial Officer to focus on strategic financial
planning for the City. The Finance Director will manage department operations and
resources.

2. Enterprise Resource Planning $0
Convert a temporary Management Assistant II position to ongoing status in the 1.0
Enterprise Resource Planning Division. The position is responsible for ensuring the
integrity and accuracy of contract data stored in the City’s procurement system,
including analyzing data, resolving discrepancies, and performing technical tasks.


Total Finance $0
2.0

Fire
1. Fire Prevention Special Hazards $0
Add funding for 14 civilian positions to expand the Fire Special Hazards Unit to 14.0
meet operational demands driven by significant city growth and service needs. The
additions include two Fire Protection Engineers, two Fire Prevention Supervisors,
eight Fire Prevention Specialist II positions, one Engineering Technician, and one
Senior Engineering Technician. These positions are essential to ensuring Fire
Code compliance and providing timely plan reviews, permit processing, and
inspection services for facilities that store, handle, and use hazardous materials,
including Taiwan Semiconductor Manufacturing Company and other large sites
citywide. Increased revenue from Special Hazards Assessment and Fire
Prevention fees will fund these additions.

Total Fire $0
14.0

Housing
1. Housing Trust Fund $6,600,000
Add one-time funding to the Phoenix Housing Trust Fund, established by City 0.0
Council in May 2025 to further the City's commitment toward affordable housing.
This funding includes $2 million designated to waive or reduce plan review, permit,
and inspections fees for affordable housing or other designated projects; $1 million
to utilize an RFP to create pre-approved housing plans that would focus on
affordability and the character of the city's villages; and remaining funding to be
used in accordance with the Housing Trust Policy, as adopted by Council in
November 2025.

Total Housing $6,600,000
0.0




2026-27
Department/Program Total
Human Resources
1. Organizational & Learning Development $0
Convert a temporary Management Services Administrator position to ongoing 1.0
status. This position manages the Organizational Learning and Multimedia
Division.

2. Organizational & Learning Development $0
Convert a temporary Senior Business Systems Analyst position to ongoing status. 1.0
This position provides day-to-day technical and user support for PHXYou, the
City’s Learning Management System.

Total Human Resources $0
2.0

Human Services
1. Client Services $3,150,000
*NEW* Add one-time funding for flexible financial assistance, which responds to 0.0
reductions in federal funding and restrictions to federal safety net programs that
households rely on for stability. Funds will be administered by the Human Services
Department to deliver flexible, needs-based assistance that can help avert crises
and maintain stability. The funding will include both targeted one-time assistance
and stability assistance. This type of crisis financial support allows households to
use the money saved on utilities, rent, transportation, or other basic expenses to
put towards other household needs. The program will benefit vulnerable Phoenix
residents, including but not limited to those who were former recipients of federal
safety net financial assistance programs, including refugees and households with
low incomes.


2. Homeless Emergency Services $12,941,000
Add ongoing funding for the Office of Homeless Solutions (OHS) to support 0.0
ongoing operations of emergency shelters serving adults experiencing
homelessness in Phoenix. Additional resources are required due to the expiration
-
of American Rescue Plan Act (ARPA) funds, which OHS previously used to open
and operate several shelters citywide. This request includes support for City owned
facilities—such as the Safe Outdoor Space, the Phoenix Navigation Center, and
the Washington Shelter—as well as nonprofit-operated shelters, including Rio
Fresco, the North Mountain Healing Center, and the Central Arizona Shelter
Services (CASS) single adult shelter. These shelters combined serve nearly 1,600
people nightly and more than 6,000 people annually.


3. Homeless Emergency Services $1,500,000
Add ongoing funding for the Office of Homeless Solutions to support the City’s 24/7 0.0
heat respite site and three extended hours cooling centers. These sites serve more
than 5,500 people each summer, providing cool, safe locations during the summer
heat. Eventual ongoing GF costs are anticipated to be $4 million; however, opioid
settlement funds are forecasted to be available to cover a portion of these costs for
the next several years.



2026-27
Department/Program Total

4. Homeless Emergency Services $1,500,000
Add ongoing funding for the Office of Homeless Solutions to support the Keys to 0.0
Change Key Campus operations due to expiring American Rescue Plan Act
funding. Funds will be utilized for operations of the Brian Garcia Welcome Center,
janitorial services for the neighborhood around the Campus, and providing safe
and secure storage for client personal property. The Key Campus serves roughly
1,000 people daily.


5. Homeless Housing Services $2,500,000
Add ongoing funding for the Office of Homeless Solutions to expand its housing 0.0
programming to include the master lease of 50+ units of rental housing that would
be sub-leased to people exiting homelessness. Third party leases will serve single
adults, couples and roommate situations with stable, affordable housing with on-
site support services.

6. Homeless Community Engagement $266,000
*NEW* Add funding for two ongoing Caseworker III positions. These positions will 2.0
work with qualified outreach teams from medical provider groups and provide
cooperative outreach in parks throughout the city. The positions would provide
access to shelter and family reunification assistance. The medical providers would
provide access to medical respite beds, treatment programs, and other indoor
services. Office of Homeless Solutions (OHS) staff and the medical groups will
provide transportation to medical clinics if needed, as well as to any shelter,
treatment, or other program the individual accepts. OHS would provide assistance
with pets and property during transportation. OHS would also provide outreach
services when a medical or food provider has a permit at a Phoenix park to provide
mobile medical or food distribution events.

Total Human Services $21,857,000
2.0




2026-27
Department/Program Total
Information Technology Services
1. Various $0
Convert 16 temporary Information Technology positions to ongoing status, 16.0
including: one Information Tech Systems Specialist to help support protection,
backup and recovery of critical data; one Information Tech Systems Specialist for
overseeing the installation, maintenance, and repair of the City’s large-scale
communications network; eight positions supporting cyber-security and threat
analysis (four Information Technology Service Specialists, three Information
Technology System Specialists, and one Senior Information Technology Systems
Specialist), three positions supporting installation and maintenance of the City’s
cable and network telecommunication infrastructure (one Communications
Engineer, one GIS Coordinator, and one User Technology Specialist*U2); one
Lead User Technology Specialist for oversight of the Network Operations Center
(NOC) and monitoring of enterprise network and unified communications systems
to ensure security and optimal performance; one Contract Specialist II to support
legal and procedural compliance for contract procurement and administration; and
one Information Technology Specialist to keep City security policy, standards, and
procedures accurate, current, and properly documented. Converting these 16
positions to ongoing status and filling with City staff will help ensure continuity,
stability, and long-term support for these critical functions.



Total Information Technology Services $0
16.0

Law
1. Civil Division $0
Increase litigation staff to reduce reliance on contracted law firms. The cost of 5.0
contracted legal services has risen substantially in recent years, and transitioning
this work to City staff is expected to achieve meaningful and ongoing cost savings.
The three Assistant City Attorney IV positions, Legal Secretary*U8, and Legal
Assistant will be funded through the City's self-insurance trust.

Total Law $0
5.0

Library
1. Branch Libraries $322,000
Add ongoing funding for the Cholla Library parking land lease. Due to ongoing 0.0
redevelopment of the former Metrocenter Mall, Cholla Library has experienced
reduced parking options for visitors. Funding will provide a dedicated lot that will
reduce congestion on nearby streets and neighboring business lots, improve
customer experience, and support the library’s role as a hub for learning, events,
and civic life.

Total Library $322,000
0.0




2026-27
Department/Program Total
Office of Arts and Culture
1. Administration $0
Convert a part-time Administrative Assistant I position to an ongoing full-time 0.4
position. This position is the first contact point for customer service and supports
Arts and Culture programs by scheduling meetings, creating reports and
presentations, responding to constituent inquiries, and supporting the public art,
grants, and facilities teams.

Total Office of Arts and Culture $0
0.4

Parks and Recreation
 Administration $937,000
*NEW* Add ongoing funding to support teen prevention strategies, including 0.5
tutoring opportunities, enhanced recreation programs for youth and teens, and
increased program affordability to ensure Phoenix families can participate in Parks
programs. This funding will establish structured tutoring services at Longview
Recreation Center, Maryvale Community Center, South Mountain Community
Center and Sunnyslope Community Center. It will extend operations at the South
Phoenix Youth Center to include Saturday hours from 10 a.m. to 4 p.m., enabling
the center to operate six days per week. Additionally, the funding will support
enhanced programming and youth and teen engagement at the following facilities:
Beuf Community Center, Deer Valley Community Center, Desert West Community
Center, Eastlake Community Center, Harmon Park Recreation Center, Laveen
Community Center, Longview Recreation Center, Maryvale Community Center,
Mountain View Community Center, Paradise Valley Community Center, Pecos
Community Center, South Mountain Community Center, South Phoenix Youth
Center, Sunnyslope Community Center, University Park, and Washington Activity
Center. This funding will also improve affordability of select teen and youth
programs at Laveen, Deer Valley, Desert West, Longview, Maryvale, South
Mountain and Sunnyslope community centers.

 Parks Maintenance $500,000
Add one-time funding for security lighting enhancements at City parks. Thisfunding 0.0
will support renovations and additions to the existing LED lightinginfrastructure at
five park locations. The improvements will increase visibility andpromote safe,
enjoyable recreation opportunities for Phoenix residents by providingenhanced
playground lighting at Buffalo Ridge, Moon Valley, Sueno, and WesternStar Parks,
as well as perimeter lighting around Hilaria Rodriguez Park.


 Parks Maintenance $194,000
Add ongoing funding for one Groundskeeper and two GardHner positions, as well 3.0
asvehicles, equipment, and utilities to support operations of Lone Mountain Park.
Lone Mountain Park will be a new Community Park located at 56th Street and
Montgomery Road. Costs are anticipated to begin in April 2027. The full-year
ongoing cost, excluding initial equipment purchases, will be $379,764.




2026-27
Department/Program Total
4. Recreation/Teen Centers Operated with City Staff $72,000
Add ongoing funding for one full-time Recreation Coordinator II, 2.5 FTE part-time 5.5
Recreation Leader, 1.0 FTE part-time Parks & Recreation Aide, and 1.0 FTE part-
time Recreation Instructor for the new recreation center at Esteban Park. This
project is part of the 2023 GO Bond program, and costs are anticipated to begin in
April 2027. The full-year ongoing cost will be $384,515.

5. Various $0
Convert a temporary Special Projects Administrator position to ongoing status. This 1.0
position was established to assist with a variety of high-level department and
capital projects in the Director’s Office and the Parks Development Division. The
position serves as the lead for the development of the department’s Parks Master
Plan, acts as the department grant liaison, and supervises the FitPHX program
manager.

6. Various $113,000
*NEW* Add funding for an Administrative Assistant II position to administer the 1.0
Parks Services Permit program for medical treatment and food distribution in City
parks. This position will coordinate the permitting process to ensure collaboration
with partners and compliance with the Medical Treatment and Food Distribution in
City Parks Ordinance.

Total Parks and Recreation $1,816,000
11.0

Planning and Development
1. Various $1,500,000
Add one-time funding for customer service enhancements in the Planning and 0.0
Development Department (PDD). Funding will support improvements to the
customer experience for visitors to PDD at Phoenix City Hall. In partnership with
the Public Works Department, PDD will identify opportunities to streamline and
improve the check-in process and overall customer flow. Potential improvements
include creating collaboration space, enhancing signage, and evaluating alternative
security and check-in procedures.

Additionally, funding will support continued customer service and process
improvement initiatives, which may include but are not limited to updating the
department’s website, developing strategies and educational materials on available
services and resources, and providing additional support for technology upgrades.



Total Planning and Development $1,500,000
0.0




2026-27
Department/Program Total
Public Works
1. Equipment Maintenance Repair and Related Parts Service Support $0
Convert a temporary Equipment Shop Foreman position at the Salt River Service 1.0
Center to ongoing status. This position supervises the overnight shift, providing 24-
hour, five-day-a-week operations making essential repairs to Solid Waste vehicles
and minimizing daily collection schedule disruptions.

2. Administration $0
Convert a temporary Senior Human Resources Analyst position to ongoing status. 1.0
The position provides human resources support, including guidance to staff and
management regarding performance management, employee relations, training on
HR-related topics, recruiting and selection processes, and grievances for more
than 1,100 employees in all Public Works divisions.

3. Facilities Management $0
Convert a temporary Administrative Assistant II position to ongoing status. The 1.0
position supports budget coordination for downtown buildings and service centers;
identifies and tracks potential grant opportunities; assists with property
management activities for new facilities; contributes to revisions of City building
standards in collaboration with subject matter experts; and serves as a liaison with
City departments and Police to support visitor management at Phoenix City Hall
and the Calvin C. Goode Building.

Total Public Works $0
3.0

Street Transportation
1. Street Lighting $500,000
Add one-time funding for the installation of 17 new streetlights and 24 streetlight 0.0
upgrades as part of the 27th Avenue Community Safety Plan, which leverages
technology and community-based resources to enhance safety and improve quality
of life along 27th Avenue and the I-17 corridor. These improvements will increase
visibility and support a safer environment for residents, businesses, and visitors.



2. Central Records $0
Convert a temporary Chief Engineering Technician*U7 position to ongoing status. 1.0
This position serves internal and external customers, trains new employees,
researches to locate hard-to-find records, indexes documents, streamlines team
processes, and communicates with Subject Matter Experts to complete the
fulfillment of Public Records requests.

Total Street Transportation $500,000
1.0

TOTAL PROPOSED GENERAL FUND ADDITIONS $162,595,000
57.9



ATTACHMENT C

2026-27

PROPOSED ADDITIONS
NON-GENERAL FUND

View the Inventory of Programs published online for program details.
2026-27
Department/Program Total

Aviation
1. Terminal Technology Systems $118,000
Add ongoing funding to implement an access management system. This security 0.0
tool automates password management for high level system accounts, helping
meet Transportation Security Administration requirements and align with citywide
cybersecurity standards.

2. Terminal Management & Maintenance $295,000
Add ongoing funding for one Facilities Project Planner and two Building 3.0
Maintenance Worker positions to support water quality and safety operations at all
three -airports. The positions will ensure faster response times and support the
internal capacity needed to proactively implement and maintain the new airport
water quality program.

3. International & Common Use Systems $101,000
Add ongoing funding for one Aviation Supervisor II (Common Use Coordinator) 1.0
dedicated to international operations. Rapid growth in international air service
requires focused oversight to maintain safe, efficient passenger processing. This
position will manage passenger flow in international gate hold areas and support
federal inspections to ensure effective and timely movement of international
travelers.

4. Administration $487,000
Add ongoing funding for three positions to support administrative functions. The 3.0
addition of one Human Resources Analyst is needed to meet growing personnel
-
needs. The Program Manager and Management Assistant II will ensure a
successful rollout and long term stewardship of the new asset management
platform.

5. Capital Management & Support $190,000
Add ongoing funding for one Special Projects Administrator to support Operational 1.0
Readiness, Activation, and Transition (ORAT) activities for major capital projects.
This position will serve as the dedicated- ORAT lead within the Operations Division,
ensuring new facilities at Sky Harbor are operationally ready and improving
coordination and performance on large scale projects.

Total Aviation $1,191,000
8.0


2026-27
Department/Program Total

Finance
1. Risk Management $0
Convert a temporary Risk Management Program Manager position to ongoing 1.0
status in the Risk Management Division. The position supports the planning,
development, and oversight of the City’s commercial insurance programs, liability
claims
- management, and loss prevention initiatives. The position is funded by the
Water Services Department due to the increased volume and complexity of
risk related claims within that department.

2. Risk Management $0
Convert a temporary Claims Adjuster II position to ongoing status in the Risk 1.0
Management Division. The position responsibilities include essential administrative
and management support that directly contributes to service quality of aviation
claims activity. The position is funded by the Aviation Department due to the
increased volume and complexity of risk claims at the Deer Valley and Goodyear
airports.

Total Finance $0
2.0

Housing
1. Project Implementation $0
Convert a temporary Project Management Assistant to ongoing status. This 1.0
position supports the Wi-Fi Connectivity Program, which helps bridge the digital
divide for residents of City affordable and senior housing facilities, and provides
literacy training to empower residents to access education, healthcare, and
community resources. The position supports the program's initiatives by
collaborating with partners, fostering relationships, and securing new opportunities
and resources.

Total Housing $0
1.0

Phoenix Convention Center
1. Convention Center $0
Convert a temporary Senior User Technology Specialist position to ongoing status. 1.0
The position provides advanced technical support, resolves high level hardware
and software issues, coordinates with vendors, and assists with the evaluation,
installation, and maintenance of mission critical systems and applications. The
position also supports infrastructure planning with architects and external agencies
and helps staff integrate technology to improve operational efficiency.




2026-27
Department/Program Total
2. Convention Center $0
Convert a temporary User Technology Specialist position to ongoing status. The 1.0
position provides frontline technical assistance for networked systems,
applications, telecommunications, Wi-Fi, digital signage, AV equipment, and event-
related technology. The position also deploys computer devices, supports
temporary ticketing networks, and maintains accurate IT asset inventory.


3. Convention Center $0
Convert two temporary Project Management Assistant positions to ongoing status. 2.0
The positions coordinate cross-functional initiatives and contribute to strategic
planning for multimedia content, ranging from internal communications to public-
facing materials.

4. Convention Center $0
Convert a temporary Accountant II position to ongoing status. The position is 1.0
responsible for event settlements and financial reporting, compliance and
reconciliation. With sustained growth in the Phoenix Convention Centers events,
programs, and services, this position is essential in the financial operations to
balance the workloads and maintain financial accuracy and efficiency.


5. Convention Center $0
Convert a temporary Sales Manager position to ongoing status. The position is 1.0
essential for driving revenue, managing client relationships, and developing
strategic sales plans. The position supports marketing and client facing needs,
develops and executes marketing campaigns, creates promotional and social
media content, maintains website and email communications, coordinates events,
conducts market research, and collaborates with vendors to deliver effective
initiatives.

Total Phoenix Convention Center $0
6.0

Planning and Development
1. Civil Plan Review & Inspections $0
Convert 12 temporary positions to ongoing status to support the Taiwan 12.0
Semiconductor Manufacturing Company (TSMC) development project. Included
are one Electrical Plans Examiner II, Plan Review Coordinator, Mechanical Plans
Engineer, Fire Protection Engineer, Structural Plans Engineer, Electrical Plans
Engineer, Planning & Development Team Leader, Chief Engineering Tech*U7, two
Senior Engineering Tech, and two Planner II positions. The positions are needed to
fulfill obligations under the development agreement and ensure expedited, high-
quality support for plan review and permitting. These positions are critical to the
success of TSMC’s North Phoenix expansion and Phoenix’s economic growth.



Total Planning and Development $0
12.0


2026-27
Department/Program Total

Street Transportation
1. Administration $0
Convert a temporary Contracts Specialist II position to ongoing status. This 1.0
position supports, invoices, and reconciles the various revenue and expenditure
contracts in the department. This position also provides monthly training in the
City's procurement and financial system and ongoing shopper training throughout
the department.

2. Administration $0
Convert a temporary Senior Human Resources Analyst position to ongoing status. 1.0
This dedicated recruiter position supports position recruitments and interview
processes, and brings specialized expertise and proactive sourcing strategies, to
help to quickly fill vacancies.

Total Street Transportation $0
2.0

Water Services
1. Administration $0
Convert a temporary Senior Human Resources Analyst position to ongoing status. 1.0
This position collaborates with hiring managers to assess staffing needs, develop
advertising and outreach strategies, and draft tailored recruitment postings. It
reviews and approves selection process materials, supports interview and
selection steps, and provides career counseling to employees.


Total Water Services $0
1.0

TOTAL PROPOSED NON-GENERAL FUND ADDITIONS $1,191,000
32.0




ATTACHMENT D

Community Feedback on the FY 2026-27 Proposed Budget

Community feedback on the proposed budget is a critical component of the
annual budget process. Input from Phoenix residents can help the City
Council and departments prioritize existing resources and plan for the
future. Based on the feedback received, overall residents support the FY
2026-27 proposed budget. Multiple comments were received requesting
additional resources in the areas of shade, youth and education,
immigration legal defense fund, veterans services, eviction legal services,
free public transit, electric buses, the 19th Avenue Community Safety Plan
(CSP), the City Prosecutor’s Role in CSPs, and Real Time Operations
Centers. The information below highlights efforts to date in these areas and
plans for the future.

This attachment also includes feedback from residents received at the 12
community budget hearings held across the City from March 30 – April 6
and comments provided through email and phone directly to the Budget &
Research Department.

Shade
The City of Phoenix has continued to increase its investment in improving
tree and shade coverage citywide, as guided by the Shade Phoenix Plan
approved by City Council in November 2024. The Shade Phoenix Plan
established a guiding framework for five years of investment to target
actions where shade can have the greatest impact on human health and
wellbeing, especially for vulnerable populations. City departments and
partner agencies have made measurable progress on each of the 36
actions in the Shade Phoenix Plan since its adoption, and 31 of 36 actions
were reported to be fully on track or ahead of schedule in the first annual
Shade Phoenix Plan progress report completed in fall 2025. Recent and
ongoing tree and shade programs have been funded by a combination of
sources including the City of Phoenix General Fund, General Obligation
Bond, and American Rescue Plan Act Resources, the Transportation 2050
initiative, a U.S. Forest Service Urban and Community Forestry Grant
through the Inflation Reduction Act, and philanthropic support from
American Forests and the Ford Foundation.



Phoenix’s efforts to increase and maintain tree planting in neighborhoods
with low tree canopy coverage has been accelerated by the Community
Canopy, Canopy for Kids, and Tree Stewards programs funded by the U.S.
Forest Service. The Community Canopy program provides free,
professionally planted trees for residents along with supplies and tree-care
education. Approximately 2,500 trees have been planted through this
program to date at more than 1,300 homes, adding to another 2,000 trees
planted by the phase of the Community Canopy program funded by the
American Rescue Plan Act. Total FY2025-26 Community Canopy
expenditures are estimated at $1.3 million. The Canopy for Kids program,
which is implemented in partnership with Arizona State University and
Watershed Management Group, plants trees, revitalizes landscapes, and
provides new environmental education for youth at local schools. More than
200 trees were planted through this program in FY25-26 with estimated
expenditures of $245,000, including landscaping and educational
components of the program. In partnership with the Arizona Sustainability
Alliance, ten Phoenix residents were newly hired and trained this year as
Tree Stewards, who will help build tree care knowledge and capacity in
participating neighborhoods. 200 additional trees have been planted
through the Tree Stewards program, and estimated FY25-26 expenditures
including tree planting and compensation for participants is $130,000.

Several city departments have continued making substantial contributions
to increasing tree canopy on public property. The Parks and Recreation
Department and Street Transportation Department collectively manage
approximately $6,000,000 in dedicated funding for tree planting and
maintenance, which supports the planting of more than 3,000 trees each
year. Maintenance of trees and landscaping on public property is
addressed through a combination of city employees and contracted labor.
All departments that manage property with trees are participating in the
ongoing update to the municipal tree inventory, which will be used to guide
more than $1,000,000 in budgeted FY26-27 tree planting investments at
city property through the General Obligation Bond.

In addition to tree planting, the City is investing in built shade consistent
with the goals and values of the Shade Phoenix Plan. The American
Rescue Plan Act-funded Sidewalk Shade Program allocated approximately



$2,000,000 to create shade structures benefitting pedestrians at high-use
intersections and crosswalks. Designed in concert with a local artist, the
structures feature Sonoran Desert-inspired patterns and were completed in
spring 2026. The Public Transit Department is on track to meet its annual
target of adding shade shelters at 80 bus stops in FY25-26, representing
more than $1,400,000 of new investment. 15 playgrounds, pools, and
splashpads are scheduled to receive new shade structures through the
next two years through the General Obligation Bond program, with a
budget of $1,700,000.

Phoenix is also continuing to invest in innovation, partnerships, and
professional development of the city workforce to increase local capacity to
implement high-impact, state-of-the-art tree and shade programs and
policy. Examples of these efforts include completion of the Sombra!
Experiments in Shade project led by the Office of Arts and Culture, which
created nine temporary unique shade installations in public spaces in
Phoenix, as funded by a $1,000,000 grant from the Bloomberg
Philanthropies’ Public Art Challenge. Phoenix’s efforts to engage with the
business community on tree and shade programs and other heat mitigation
efforts are supported by partnerships with and funding from entities
including Resilient Cities Catalyst, Smart Surfaces Coalition, and the Ford
Foundation. American Forests, Bloomberg Associates, the Arbor Day
Foundation, and a wide suite of local nonprofit, community-based, and
academic organizations are also essential collaborators in shaping the
city’s tree and shade strategy and are critical partners in delivering
programs that benefit residents.

More information about Phoenix’s complete portfolio of tree and shade
programs is available at phoenix.gov/shade or by contacting the Office of
Heat Response and Mitigation.

Youth and Education
The City provides a range of services related to early childhood literacy and
education, in a variety of ways, including through the Human Services
Head Start Program, the Youth and Education Office, Phoenix Public
Libraries, and the Parks and Recreation Department. These services are
documented below:



• The City of Phoenix Head Start Program provides comprehensive,
free early childhood education, health, nutrition, and family support
for eligible families with children aged 0-5. The program has an
emphasis on school readiness through early learning opportunities
that promote strong child outcomes in the areas of social and
emotional development, language, cognitive, early reading, science,
math, and physical development. These services are provided in
partnership with school districts and community-based organizations
who provide direct education and care engagement with children
Monday thru Friday, while HSD staff provide the family support and
health services. The most recently available funded enrollment data
included 2,205 children. FY 2026-27 funding is anticipated to be
$44.9 million through federal grant funds from the US Department of
Health and Human Services Office of Head Start.
• Phoenix Families First Resource Centers (FRCs) serve as safe,
supportive community hubs (Burton Barr/ Ceasar Chavez Libraries,
Aeroterra, and Beuf Community Center) that promote early literacy
and healthy development for pregnant mothers and families with
children from birth to age five. The centers provide early childhood
education programming and connect families to services tailored to
their unique needs. Core areas of engagement include: school
readiness and early literacy, access to information and community
resources, parenting education and support groups, and referrals to
health, education, and social service programs. Key data and
outcomes from FY 2024-25 are shown below:
o Unduplicated families served: 2,841
o Duplicated families served: 26,284
o Unique program workshop/activities: 2,319
o Referrals to partner/community resources: 3,476
o Funding Source: First Things First Grant of $750,000
• Experience Corps Tutoring supports third grade reading proficiency
through an evidence-based, Tier 1, one-on-one tutoring model led by
adult volunteers aged 50 and older. The program’s goal is to
strengthen academic achievement by providing consistent,
individualized support that builds students’ skills and confidence. Key
data and outcomes from FY 2024-25 are shown below:
o Number of school districts: 10
o Number of schools: 14
o Number of students: 326
o Number of volunteers: 86


o Funding Source: Youth and Education General Fund at
$225,000 annually
• The Read On Phoenix Literacy Hubs, located at Sullivan Elementary
in the Murphy School District and Peralta Elementary in the
Cartwright School District, are a strategic initiative designed to
address early literacy challenges in economically disadvantaged
communities through the implementation of evidence-based practices
rooted in the Science of Reading. These hubs aim to close literacy
gaps by providing coordinated, community-based services that
support both students and families from Birth to Third Grade. The
Hubs directly provide: access to developmentally appropriate literacy
resources, offering a safe, welcoming space for families to engage in
literacy-focused programming during and after school, and supporting
schools in connecting more effectively with parents, caregivers, and
communities. Key data and outcomes from FY 2024-25 are shown
below:
o Unduplicated families served: 1,640
o Students tutored: 82
o Literacy Fairs: 4
o Free books: 3,251
o Youth and Education General Funds for $25,000 per school
annually
• Phoenix Public Library’s Early Literacy Outreach Team (ELOT)
delivers a variety of high-impact early learning programs designed to
support school readiness for young children and their families.
Programs include Kindergarten Bootcamp, a seven-week interactive
series that prepares children for kindergarten through activities
focused on letters, numbers, social-emotional skills, and classroom
routines. Library 101 and Ready Set Kindergarten offer parent
workshops on how to support children as they transition into school.
The new Family+Math program, created in partnership with Arizona
PBS, provides six weekly sessions for caregivers and children ages
3–5 to build foundational math skills through hands-on exploration of
counting, shapes, patterns, measurement, and more. Key data and
outcomes from FY 2024-25 are shown below:
o 800 early learning programs
o 7,600 children and 7,704 adults (Duplicated)
o 6,000 free books for children ages 0-5
o Funding Source: First Things First Grant of $414,000




• Library Story Times offer young children and their families a fun,
engaging space to explore books, build early literacy skills, and
develop a love for reading. Through interactive stories, songs, and
hands-on activities, library staff create welcoming experiences that
support language development and strengthen connections between
families and their local libraries. Key data and outcomes from FY
2024-25 are shown below:
o Overall: 2,400 programs a year
o 33,000 children and 30,000 adults (Duplicated)
o Funding Source: Library General Funds at $84,000 annually
• The Parks and Recreation Department offers offer several programs
related to youth development, including early childhood initiatives,
Project BRAVE (Bringing Reality About Violence Education), Phoenix
After School Care (PAC), and PHXteens.
o Project Brave
• Violence-prevention and life-skills program coordinated by
the City of Phoenix Parks and Recreation Department.
• Serves youth ages 6 to 18 and provides healthy
alternatives to self-destructive behaviors and violence
through education and leadership training
• FY 2026-27 Grant Funding - $220,000
o PHXteens
 Offers activities created by teens for teens at facilities
citywide for youth ages 13 to 17
 FY 2026-27 General Fund Budget - $460,000
o Toddler & Preschool programs
• PRD offers a variety of engaging programs for ages 0-5,
with parents and caregivers.
• 847 hours of programming for 1,320 participants
• FY 2026-27 General Fund Budget –Funding is included in
the overall recreation budget by division; specific funding
info unavailable.
o Childcare programs
• The department offers care through the PAC program and
school break camps for ages 6-12
• 5,317 participants
• FY 26-27 General Fund Budget - $2.85 million




Immigration Legal Defense Fund
Some community members asked the City to create an immigration legal
defense fund to help individuals facing removal proceedings and their
families who are affected.

Cities like Chicago and New York City were referenced as having similar
programs. Importantly, the laws in Illinois and New York are different from
the laws in Arizona. In those states, state law does not require cities to
check whether someone is legally in the United States before giving them
local public benefits.

However, Arizona law works differently. Here a city must verify that every
applicant for a local public benefit – such as an immigration legal defense
fund – is legally present in the United States. Therefore, under Arizona law
a legal defense fund could only assist applicants who can prove legal
presence in the United States. Additionally, any program would have to be
carefully constructed to avoid the Arizona Constitution’s strict gift clause
restrictions.

Veterans Services and the Veterans Court
The City provides services to veterans through a number of channels,
including the Housing and Human Services Departments, as well as
through the Veterans Court.

The Veterans Affairs Supportive Housing (VASH) program is a joint effort
between HUD and the VA that combines housing vouchers with supportive
services to help homeless veterans and their families achieve stable,
permanent housing. The City of Phoenix Housing Department currently
administers 1,003 VASH vouchers, supported by more than $11M of
federal funding, and provides housing to eligible veterans through referrals
from the VA.

The Human Services department specifically focuses on veterans within its
Community Services and Workforce Development programs. Within the
Community Services program (CSP), one dedicated General Funded
Caseworker III along with other support staff provided 136 veterans and/or
active military households with 172 rent or utility assistance payments



totaling $140,000 this fiscal year. Under the Workforce Development
program (WDP), veterans receive priority of service, including highest
priority for low-income or basic-skills-deficient Veterans, faster access to
training and services when resources are limited, and eligibility extends to
spouses of veterans in specific cases. The WDP staff work directly with the
State’s Veteran workforce services as well as maintain a direct referral
partnership with US VETS. In FY 2025, 34 veterans and eligible spouses
were enrolled in workforce programs.

The Veterans Court looks to address the unique needs of defendants who
are veterans of the United States military. The goal of Veterans Court is to
help restore those veterans in need to return to being successful,
contributing members of the community, by ensuring that veterans
participating in the court make contact with specific programs that address
the root causes of the behavior and conduct, which resulted in the veteran
entering the criminal justice system.

The target population consists of defendants (veterans) who served in the
United States Armed Forces who are experiencing treatable behavioral
issues such as post-traumatic stress (PTS), traumatic brain injury (TBI),
anger management, domestic violence, or substance and alcohol abuse.

Eligible veterans may participate in Veterans Court by voluntarily opting
into the court. Veterans Court meets as a separate court docket. A
Veterans Administration representative is present and conducts a VA
eligibility assessment. The prosecutor and veterans with their attorneys
gather in Veterans Court along with the VA coordinator; together they
explore the various counseling and behavioral programs available to the
veteran and determine which is most appropriate for each veteran. When
they reach a decision, a treatment plan is incorporated into a plea
agreement that becomes the contract for the veteran's responsibility. The
court ultimately must review and accept the agreement for the resolution of
the case to be completed.

The veteran must be willing to participate fully with the designated
program(s). If the veteran chooses not to participate in the agreed upon
program(s), the court removes the case from the Veterans Court docket
and returns it to the traditional criminal track. As with other cases within
Municipal Court, some cases will be eligible for diversion if the veteran



completes specified treatment programs. In most cases, the programs will
be specifically tailored for the underlying issues of the veteran. For
example, domestic violence cases in a traditional track would be sent to
standard domestic violence counseling. Veterans Court sends domestic
violence offenders to counseling at the VA. If PTSD is an underlying issue,
then PTSD counseling is incorporated into this program.

The VA coordinator and prosecutor regularly review cases to monitor
compliance. As part of the therapeutic approach of Veterans Court,
frequent sentence review hearings are used to verify the veteran's
compliance with the program. This not only establishes accountability for
the veteran but also allows the court to recognize the accomplishment of
the veteran in taking responsibility for their actions.

For the calendar year 2025, there were 268 defendants responsible for 335
cases in the Phoenix Veterans Court. The Court has two bailiffs and one
Judge that oversee the Veterans Court. They do not exclusively handle the
Veterans Court only. Veterans’ cases are staffed on Thursday, and
matters are heard on Friday. The Court is not a provider of services; it
convenes the Veterans Court and providers utilized by the Defense and the
Prosecutor’s Office to assist Veterans.

Services provided to Veterans include, but not limited to, case
management, mental health services, housing navigation (rapid re-
housing), obtaining VA benefits, social security and disability benefits,
counseling, and employment.

Eviction Legal Services
The Human Services Department’s Eviction Legal Services (ELS) supports
residents by offering no-cost services to eligible persons experiencing an
eviction crisis by providing mediation outside of a courtroom proceeding,
legal representation, or post-eviction services to address possible
impediments to future renting opportunities. This program is funded with
$1.2 million in ARPA interest, and began in January 2025 and is forecasted
to be funded through June 2027.

In calendar year 2025, the program received 623 applications of which 360
applications were approved for services. During this period, 50% of closed
cases achieved overall positive outcomes, including 45% of legal



representation cases reducing negative impacts of eviction, 16% of eviction
filings being dismissed, and 25% ended with a negotiated settlement. The
Human Services Department (HSD) had only one mediation case in the
first year of the program. This is primarily due to the short turnaround
timeframe of the Arizona eviction process coupled with residents not
contacting HSD prior to an eviction filing being submitted by a landlord.
HSD has implemented several solutions to combat this challenge, including
implementing a community outreach plan targeting areas of high evictions
and making direct connections for residents requesting rental assistant and
landlord/tenant services to ELS.

Free Public Transit
The cost to ride transit remains low, with fares not having been increased
since 2013. A single ride on local bus or light rail service is $2; an all-day
pass is capped at $4. Nonetheless, fares are a component of the revenues
the City and the region uses to operate transit services, and without a
replacement revenue source, transit services would need to be reduced to
make up for the lost revenue. Also, while Phoenix has a transit fare
ordinance which outlines the cost to ride, Phoenix is one of 18 cities plus
Maricopa County which operate transit services as part of the regional
transit system the public knows as Valley Metro. As such, any changes to
transit fares would require regional concurrence and approval by the Valley
Metro Board. Finally, in 2023, the Legislature passed Senate Bill 1102
which allowed Maricopa County to seek approval from the voters of the
county to extend the half-cent sales tax through 2045 under Proposition
479. One component of the legislation requires that beginning in fiscal year
2026-2027, a farebox recovery audit be conducted for the regional transit
system and that minimum fare recovery ratios be met; the ratio begins at
10% and increases thereafter – eliminating transit fares would not allow the
regional transit system to comply with these requirements.

Electric Buses
The City’s Public Transit Department (PTD) operates a fleet of 500 heavy-
duty buses. 2/3 of the fleet operates on clean-burning natural gas, while 45
hybrid electric buses were also recently added to the fleet. The department
is currently piloting twelve (12) battery-electric buses made possible by a
competitive Federal Transit Administration grant under the previous federal



administration which had goals to transition transit fleets to zero-emissions
operating systems; the current administration does not have such goals.
Additionally, since July 2023, PTD has been using Renewable Liquefied
Natural Gas (RLNG) to fuel the 2/3 of the fleet that uses compressed
natural gas. RLNG is a natural gas fuel product generated from the
decomposition of organic waste streams, or “biomass.” PTD’s RLNG is
primarily sourced from landfill waste streams.

19th Avenue Community Safety Plan (CSP)
This fiscal year, the 19th Avenue CSP advanced through increased
enforcement, stronger coordination, and expanded community
engagement. The Phoenix Police Department enhanced corridor
operations with increased training and focused narcotics operations,
multi-week crime-suppression efforts, and visible proactive patrols through
Resource Team deployments, officers in training on the light rail, and
technology-guided patrol activity. Additional efforts included liquor
inspections, traffic enforcement, and Authority to Arrest compliance
evaluations.

The Prosecutor’s Office improved alignment with the Transit Unit through
job shadowing, early case identification, and leadership meetings, while
partnering with City and state agencies on problematic properties and
working with MCAO on crime-suppression training, felony travel
restrictions, and repeat-offender charging.

Neighborhood Services advanced place-based strategies through
coordinated cleanups, support for a new business alliance at Glendale
Avenue, and direct neighborhood engagement.

In the coming year, the City will work with the 19th Avenue CSP
Community Committee to identify lighting improvements along transit
corridors and evaluate effective strategies and funding options. The City
will also collaborate with Valley Metro as they research approaches for
implementing live light rail system camera feeds, including potential
integrations with local and regional public safety partners. Staff will
continue working with community and agency partners to identify and
pursue appropriate funding opportunities, including federal competitive



grants, to support these efforts. These efforts collectively continue to
improve safety, coordination, and quality of life along the 19th Avenue
corridor.

City Prosecutor’s Role in CSPs
Within the CSPs, the City Prosecutor’s Office is taking a proactive,
data-driven approach to identifying repeat offenders and escalating cases
by strengthening collaboration with Phoenix PD and the Maricopa County
Attorney’s Office (MCAO). Through ride-alongs, regular information-sharing
meetings, and coordinated enforcement along key corridors, the office has
improved early identification of transit-related and high-risk offenders,
enhanced prosecution of focused misdemeanor arrests, and expanded the
strategic use of travel restrictions and bond recommendations.

Community Prosecutors handled more than 400 Repeat Offender cases
and 40 STOP cases in 2025, securing impactful outcomes such as
long-term custody sentences and citywide transit restrictions. The office is
also bridging gaps between misdemeanor and felony matters, providing
crime-suppression training to officers, and developing improved reporting
tools that include streamlined travel-restriction tracking and a citywide
repeat-offender report. In addition, the office began tracking instances in
2024 where bond was requested at Initial Appearance but not imposed,
documenting more than 600 such cases in 2025. This tracking effort allows
prosecutors to better monitor release trends and adjust strategies to protect
community safety.

Additionally, the Phoenix Municipal Court is currently developing a new
case management system. The existing Court Management System does
not easily track several of the data points referenced above, and while the
new system is expected to enhance data tracking and analysis, it is not yet
clear how all judicial case management information will be captured or
reported. Furthermore, data from the Phoenix Municipal Court would not
include individuals arrested on felony charges prosecuted by MCAO, such
as drug-related offenses.




Real Time Operations Centers
The Police Department will reallocate existing positions to be assigned to
Cactus Park (2) and Desert Horizon (2) precincts, enabling 24/7 coverage
so technology can be leveraged to support patrol operations day and night.
This expanded staff provides one civilian operator, on duty 24/7, in each of
the two precincts to run law enforcement databases, cameras, gunshot
detection and license plate readers in support of on-duty patrol
squads. This expanded coverage maximizes RTOC’s capabilities and
support to the community.




Summary of Resident Comments by Category

Comments for additional funding/support of the budget:

(55) support funding additional resources for refugees.

(39) support funding for flexible financial assistance.
(27) support funding for heat initiatives that include heat mitigation, tree planting and
shaded bus shelters.

(20) support funding for continued library services and hours.
(19) support funding for legal counsel for individuals facing eviction.

(16) support funding for youth and education programs to include funding allocated to
the Jacob Michael Harris Foundation.

(13) support funding for childcare assistance.
(12) support funding for free electric public transit.

(10) support continued funding for Arts & Culture.

(10) support funding for affordable housing.

(7) support funding for community legal aid.

(7) support additional funding to homeless shelters.
(7) support funding for additional security in city parks that includes additional Park
Rangers and monitoring cameras.

(6) support funding for safety infrastructure at Margaret T. Hance Park.
(5) support funding for a master lease program.

(4) support funding for a housing trust fund.

(4) support funding for traffic management solutions.

(4) support funding to assist with crime prevention in the city that include real-time
operations cameras connected to Community Safety Partnership (CSP) and the Police
precincts.

(3) support funding for additional Motorcycle Police.

(3) support funding for Public Safety.

(3) support funding for services for the disabled homeless population.

(3) support funding to assist low-income families with food security.



(3) support funding for additional water fountains.

(3) support funding for homeless prevention programs.

(2) support funding for additional crisis vans.

(2) support funding to decrease fire response times.
(2) support funding for mental health services.

(2) support funding for crime prevention measures along the 19th Avenue light rail
corridor.
(2) support funding for rental assistance.

(2) support funding for street maintenance in the South & West areas of the city.

(2) support continued funding to Vision Zero.



Comments for reduced funding/opposition of the budget:
(2) oppose the budget process because it lacks transparency and insufficient
community involvement.




SUMMARY MINUTES
COMMUNITY BUDGET HEARING
COUNCIL DISTRICT 1
GOELET A. BEUF COMMUNITY CENTER
MARCH 30, 2026 at 6:00 PM

Councilwoman Ann O’Brien opened the meeting at 6:06 pm and introduced Spanish
interpreter Mario Barajas. Mr. Barajas provided instructions for residents requiring Spanish-
language interpretation during the hearing.

Councilwoman O’Brien welcomed everyone and thanked them for attending to provide
feedback on the budget process. She noted the importance of maintaining a balanced
budget and introduced City Manager Ed Zuercher and Budget and Research Director Aaron
Mertz.

Mr. Zuercher welcomed everyone to the first budget hearing of the year and introduced city
staff. He noted where to find additional information on the proposed FY 2026-27 Trial
Budget, how to leave a comment, and the next steps in the budget process.

A short video on the proposed Trial Budget was played at 6:10 pm.

Councilwoman O’Brien opened the floor for public comment at 6:26 pm.

1. Dolores Raleigh asked if funding is planned for HAWK signals, specifically
near 35th Avenue and Eva Street.

Councilwoman O’Brien stated staff will follow up with her after it’s researched.

2. Elisha Dunn spoke on the importance of reinstalling an exterior barrier around
Telephone Pioneer Park for child safety concerns.

Councilwoman O’Brien stated that she has been made aware of the safety
concerns and is currently working with the Parks Department to add another
wall.

3. Stephen Verbil did not wish to speak but commented that Public Works Solid
Waste Division’s refuse and recycling trucks may be beyond their lifespan and
maintenance costs may be too high.

4. Stan Bates did not wish to speak but supports fully funding the Police and Fire
Departments and filling all Police vacant positions.

5. Gail Morgan did not wish to speak but supports fully funding the Police and
Fire Departments.

6. Chris Mehling did not wish to speak but advocated for onsite fire and crash
vehicles at Deer Valley Airport to support its growth.




7. Candice Fremouw spoke in support of prioritizing electronic marquees at
community centers to easily inform the public on current activities.

8. Dianna Kimling spoke in favor of merging the new fire station with the new
police station at the old Fry’s Electronics at I-17 and Thunderbird.

Executive Chief Tim Kreis responded that new locations are strategically
placed for the greatest positive impact on response times and shifting a
planned location will diminish the return on response times.

Councilwoman O’Brien explained she will follow up with Ms. Kimling on
additional information to her comment.

Ms. Kimling further asked if the available land within Metrocenter could be used
for the new fire station. She also stated that the planned new-build townhomes
may bring complications to the community that may not have been fully
addressed by the City.

Councilwoman O’Brien responded that she will speak with Ms. Kimling after the
meeting.

9. Ms. Raleigh noted that no funding was added for the 35th Avenue BRT Corridor
and asked when the project will start.

Mr. Zuercher responded that the project is in progress and was not included in
the proposed FY 2026-27 Trial Budget because it is not an addition to the
budget and is funded by Transportation 2050.

Ms. Raleigh added that the new corridor poses neighborhood traffic concerns.

Councilwoman O’Brien responded that she will follow up with Ms. Raleigh about
her concerns.

10. Rajesh Das provided a comment requesting additional pickleball courts at
Paseo Highlands Park to maintain growth and demand at the park.

11. Louise Sivils provided a comment requesting to update the exterior building of
Cholla Library.

Councilwoman O’Brien thanked everyone for attending and concluded the hearing at 6:41
pm.

Respectfully submitted,


Susannah Pietrzykowsky
Senior Budget and Research Analyst




SUMMARY MINUTES
COMMUNITY BUDGET HEARING
COUNCIL DISTRICT 4
STEELE INDIAN SCHOOL PARK, MEMORIAL HALL
APRIL 1, 2026 at 6:00 P.M.

City Manager Ed Zuercher opened the meeting at 6:06 p.m. and introduced Spanish-
language interpreter Elsie Duarte. Ms. Duarte introduced herself and provided instructions
for residents requiring Spanish-language interpretation during the hearing.

Mr. Zuercher noted the importance of City budget hearings, where to find additional
information on the proposed 2026-27 Trial Budget, additional ways to provide budget
feedback, and next steps in the budget process.

A short video on the proposed Trial Budget was played.

Councilwoman Pastor welcomed residents to the hearing and stated that she was at the
meeting to listen to resident input and to advocate for residents.

Mr. Zuercher opened the floor for public comment.

1. Frank Urban advocated for residents with mental and physical disabilities that
are experiencing homelessness. He shared his negative experience with police
interactions at homeless encampments. He requested more day shelters to
support disabled residents experiencing homelessness.

2. Erik Richardson shared his experience at the Safe Outdoor Space (SOS)
campus. He requested more shelters such as the Central Arizona Shelter
Services (CASS) and SOS for residents with disabilities.

3. Elizabeth Venable recognized positive procedural changes with the Police
Department’s handling of residents experiencing homelessness and the City’s
creation of over 1,600 indoor shelter beds in the past four years. She requested
more individualized programming for residents experiencing homelessness and
more community surveys to assess the needs of disabled residents.

Mr. Zuercher acknowledged the advocacy of Ms. Venable over many years and
the impact it has had on the City’s budget.

4. Rhonda Savage thanked the City for keeping shelters open. She advocated for
more day shelters and heat respite centers in the downtown Phoenix area. She
also requested more bottled water at shelter facilities.

Mr. Zuercher stated that the proposed budget includes $1.5 million to keep the
City’s 24/7 heat respite site and three other extended hours cooling centers
open.

5. Lee Ellis advocated on behalf of disabled individuals experiencing
homelessness at the SOS campus. He stated there were only two handicap


accessible restrooms at the SOS campus and requested additional accessible
bathrooms and shower facilities for disabled residents.

Councilwoman Pastor stated she would advocate for two more accessible
bathrooms.

6. Tony Harris requested a misting system for the SOS campus to provide heat
relief for residents. He shared his negative experience with mold and bacteria
contaminated showers in the shelter. He also advocated for more day shelters
and heat respite centers.

Mr. Zuercher explained that the showers at the SOS campus are cleaned six
times per day and shared that the heat respite center at 20 West Jackson will
open on May 1st.

7. Monica Barrientos requested a $2M set aside in the budget for the creation of a
Working Families Relief Fund to support the immigrant community.

Councilwoman Pastor stated that she does believe in some form of relief for the
immigrant community. She explained the legal requirements that need to be
followed for that type of program to be created.

8. Dori Vrenden requested additional funding for day shelters, heat respite centers,
and housing. She emphasized the importance of preventative measures to stop
the costly and traumatic effects of homelessness.

Mr. Zuercher explained that the City’s Manager budget includes a $20 million
allocation of the surplus to address the issue of homelessness. It is in addition
to the tens of millions of dollars the Council has already invested in affordable
housing and other services she advocated for.

9. David Morgan advocated for assisted living facilities for special needs residents
in and around shelters. He requested additional funding for housing assistance
for the special needs community, including residents with mental and physical
disabilities as well as the elderly.

10. Ginnie Ann Sumner spoke in support of additional funding for Police
Department’s Real Time Operations Centers (RTOC) and requested more
police motorcycle officers and speed feedback signs. She requested that Street
Transportation staff work more closely with residents on the installation of speed
humps. She also requested more Park Rangers for security and mobile
cameras in parks.

11. Tillie McKoy advocated for increased education programs for residents
experiencing homelessness. She shared her positive experience with CASS
shelter staff and requested that the City keep shelters open.

Mr. Zuercher confirmed that the proposed budget does have funding to keep
shelters open.


12. Rahima thanked the Councilwoman for her vote to support the Community
Transparency Initiative (CTI). She discussed various challenges facing the
migrant community and advocated for $2 million to be allocated to establish a
Working Families Relief Fund.

13. Michele Smith thanked the City for preserving the Del Norte Historic
Neighborhood. She also thanked Councilwoman Pastor for standing up for
historic neighborhood residents at the Legislature. She spoke in support of the
shade initiatives that the City has started and in support of water conservation
efforts.

14. Tim Smith spoke about frequent flooding and high volumes of traffic that occur
at the intersection of 16th Avenue and Encanto Boulevard. He advocated for the
installation of a traffic circle at the intersection with water harvesting features to
conserve rainwater.

15. Sabrina Kernagis proposed that the City adopt a domestic violence code of
conduct policy for all City funded organizations, increase investment in trauma
informed response teams and survivor advocacy infrastructure, expand
prevention programs, and build stronger oversight systems with survivor and
community input. She also advocated for the establishment of a $2 million
Working Family Relief Fund.

16. Nicole Rodriguez advocated for increases in Fire Department staffing to reduce
response times, more bus shelters throughout the City, increased investment in
Vision Zero safety infrastructure (HAWK crossings, roundabouts, speed humps,
etc.), and investment in public restrooms.

17. Ben Laughlin supported various aspects of the Trial Budget including
investments in childcare, streetlights, programming for teens, and services for
unsheltered individuals. He advocated for the establishment of a $2 million
Working Family Relief Fund.

18. Catrina Kohler expressed gratitude to the City and to Councilwoman Pastor for
continued support of the arts community. She appreciated that there were no
proposed budget cuts for the Office of Arts & Culture. She explained the $450
million annual economic impact of the arts sector and how it supports 8,000 jobs
in the community but represents less than 1% of the City’s budget. She
advocated for an increase in the budget for the Office of Arts & Culture.

19. Crystal Anderson shared her experience with homelessness and the various
challenges she has faced. She expressed gratitude for the support she has
received for herself and her dog at various shelters. She advocated for
continued funding of shelters to keep them open.

20. Margaret Bauer advocated for more pedestrian safety measures in the area
around Steele Indian School Park. She advocated for the City to study traffic
patterns in the area and to update signage along 7th Avenue and 7th Street.


She also advocated for more day shelters, shade structures, and water
availability for residents.

Mr. Zuercher confirmed that there is budget in the Street Transportation
department for more HAWK signals, but acknowledged there was more demand
than supply. He also explained the Chilled Drinking Fountain program that
provides cold water to residents in multiple City locations.

21. AJ Marsden requested funding to implement the 19th Avenue Safety Corridor
Plan. She also advocated for additional bike safety measures such as green
paint markings along 15th Avenue near Christown Mall. She requested an
investment in technology for Fire and Police to reduce call service times and
advocated for the City to focus on Victim Prevention instead of Crime
Prevention.

Mr. Zuercher thanked residents for participating in the hearing.

Councilwoman Pastor thanked residents for attending the hearing and giving a voice to the
issues in the community. She stated her support for more funding for the SOS campus and
addressed various speakers’ concerns about shelter closures. She explained that shelters
will not be closing due to the end of American Rescue Plan Act funding because the cost of
operating the shelters will now be shifting to the General Fund.

Councilwoman Pastor acknowledged the return on investment associated with funding for
the arts. She agreed with the need for implementation of the 19th Avenue Safety Corridor
Plan. She also agreed that technology is a need in the City for first responders and public
safety. She explained the importance of water conservation in the City. She confirmed her
support for the Community Transparency Initiative and the importance of listening to the
community.

Councilwoman Pastor discussed the budget tabloid and requested clarification on funding,
including how the funding was categorized. She described the set-asides in the proposed
budget and asked whether the proposed $5 million General Fund set-aside to address
childcare affordability was new to the City. Mr. Zuercher confirmed the proposed set-aside
was presented as part of the Trial Budget and that it is a new item for the City.

Councilwoman Pastor asked if the proposed $1.5 million supplemental for Client Services in
the Human Services Department fell under the Support for Children, Youth, and Families
category and Mr. Zuercher confirmed that it did fall under that category.

Councilwoman Pastor encouraged residents to continue participating in the budget hearing
process and adjourned the hearing at 7:27 p.m.

Respectfully submitted,


James Nguyen
Senior Budget and Research Analyst



SUMMARY MINUTES
COMMUNITY BUDGET HEARING
COUNCIL DISTRICT 5
MARYVALE COMMUNITY CENTER
APRIL 2, 2026, 6:00PM

Councilmember Betty Guardado opened the hearing at 6:13 P.M.

She stated the hearing will present options for the proposed fiscal year 2026-27 Trial Budget
and summarized her office’s recent district efforts and upcoming district developments.
Councilmember Guardado also explained the hearing is for community feedback for
consideration in the development of next year’s budget. She welcomed City Manager Ed
Zuercher and Deputy City Manager David Mathews.

Mr. Zuercher made opening remarks and introduced Spanish language interpreter,
Florencia Seguezza, who then introduced her co-interpreter, Paulette Castillo. Ms.
Seguezza also provided instructions for residents requiring Spanish interpretation during the
hearing.

Mr. Zuercher briefly explained the 2026-27 Trial Budget and encouraged attendees to
provide comments on the Trial Budget during the hearing. He requested staff play the
budget videos in English and Spanish languages.

Councilmember Guardado opened the floor for public comment.

1. Bill Whitmire spoke in favor of more funding for community legal aid and
flexible financial assistance and refugee crisis assistance aimed at preventing
homelessness and stabilizing housing and food security for low-income
individuals and families.

2. Evelynne Rodas Castillo spoke in favor of a right-to-counsel ordinance that
ensures court representation for low-income tenants facing eviction. She also
expressed support for $12 million in funding for community legal aid,
childcare, and flexible financial assistance and refugee crisis assistance
aimed at preventing homelessness and stabilizing housing and food security
for low-income individuals and families.

3. Teddy Block spoke in favor of more funding for tree planting and shade
structures for heat relief.

4. Katarzyna Jarzabek spoke in favor of more funding for trees to deal with rising
heat and for heat relief.

Councilmember Guardado asked staff from the Office of Heat Response and
Mitigation to speak with concerned residents at the hearing. She briefly
explained the City is working with Arizona’s Senate delegation on federal
heat-resistance legislation that would designate extreme heat as a declared,
major natural disaster.



5. Aaron Lopez spoke in favor of more funding for electric public transit to
improve air quality, reduce risk and help ensure that residents remain healthy,
protected, and able to enjoy a better quality of life.

6. Jessica Bueno spoke in favor of more funding to complete streets in south and
west Phoenix, increased tree shade canopies, and 100 percent free, safe,
electric public transportation by 2035 for cleaner air. She expressed gratitude
for including funding for family and youth programming and parks and
recreation programs as well as the 2026-31 Preliminary Capital Improvement
Program (CIP) budget to improve parks, public transit and street infrastructure
in south and west Phoenix.

7. Ariane Redding spoke in favor of a right-to-counsel ordinance that ensures
court representation for low-income tenants facing eviction.

8. Andrea Luna Cervantes spoke in favor of funding a right-to-counsel program.
She also expressed support for $12 million in funding for community legal aid,
childcare, eviction prevention, and flexible financial assistance and refugee
crisis assistance aimed at preventing homelessness and stabilizing housing
and food security for low-income individuals and families.

9. Michelle Ashton spoke in favor of funding a right-to-counsel program.
She advocated for properly maintaining buildings and better response to
concerns about projects the City creates such as affordable housing.

10. Rafael Aviles advocated for increased funding for programs that prevent
family evictions and enhance housing security and access to childcare.

11. Magdelena Acosta spoke in favor of more funding for childcare and
homelessness prevention.

12. Ariana Garcia spoke in favor of more funding for the Housing Trust Fund and
a right-to-counsel program. She also expressed support for $12 million in
funding for community legal aid, childcare, eviction prevention, and flexible
financial assistance and refugee crisis assistance aimed at preventing
homelessness and stabilizing housing and food security for low-income
individuals and families.

13. Michael Nydes spoke in favor of more funding for helping families in need,
childcare, rental assistance, preventing evictions and homelessness. He
suggested allocating some funds from graffiti management to affordable
housing development and urged residents to report graffiti in progress.

14. Jesus Cervantes spoke in favor of allocating more funding to help low-income
residents avoid evictions by providing eviction assistance, and affordable
childcare.

15. Liliana Santoyo spoke in favor of more funding for affordable housing because
she has seen families living in cars. She also expressed support for the


proposed $12 million in funding for community legal aid, childcare, eviction
prevention, and flexible financial assistance and refugee crisis assistance
aimed at preventing homelessness and stabilizing housing and food security
for low-income individuals and families.

16. Prayukta Meka spoke in favor of additional funding for tree shade and a tree
plan, especially in low-income communities.

17. Gustavo Brambila expressed concern about unhoused individuals and more
effective alley work around 59th Avenue and Camelback. He expressed
support for encouraging homeowners to keep up with home maintenance.

18. Laura Torres spoke in favor of more funding for childcare support, youth and
education programs, and healthcare affordability.

19. Leonard Pennock spoke in favor of more funding for proactive homeless
prevention, eviction assistance, community legal aid, and flexible financial
assistance because he affirmed such programs can help prevent
homelessness.

20. Nor Sylva spoke in favor of more funding for shade trees, youth recreational
and sports programs, housing programs to help unhoused individuals, and
green areas near the downtown/Phoenix Sky Harbor area in District 8. She
expressed concerns about the loss of resources that provided shade trees for
single mothers in District 8, pool closure, youth employment programs, section
8 housing assistance, and unhoused individuals in
parks.

21. Chetana Beegal spoke in favor of investment in electric transportation for a
cleaner environment.

22. Sai Sri spoke in favor of increased funding for planting and maintaining more
shade trees to help cool the environment and provide heat relief.

23. Marco Marcial expressed appreciation for the responsiveness of
Councilmember Guardado for providing speedbumps and 1,500 gates for the
district.

24. Tanmayi Muerza submitted a comment card in favor of trees to address air
pollution.

25. Elise Mugabe submitted a comment card in favor of more trees.

26. Julian Zepeda submitted a comment card in favor of more measures to reduce
extreme heat during the summer and options to make it cooler for walking.

27. Ana Loaiza submitted a comment card in favor of more trees and shade for
youth in the south and west side.



28. Jasmin Loaiza submitted a comment card in favor of more shade in
neighborhoods and investing in additional youth programs.


Councilmember Guardado stated more trees are needed. She thanked the community for
participating and asked the community to keep providing feedback and advocacy.

Councilmember Guardado adjourned the hearing at 7:45pm.

Respectfully submitted,


Genevieve Siri
Budget and Research Analyst




SUMMARY MINUTES
COMMUNITY BUDGET HEARING
COUNCIL DISTRICT 6
DEVONSHIRE SENIOR CENTER
April 6, 2026 at 8:30 AM

City Manager Ed Zuercher opened the meeting at 8:33 AM with Councilman Kevin
Robinson and Budget & Research Department Director Aaron Mertz present.

Mr. Zuercher introduced interpreter Mario Barajas, who introduced himself and co-
interpreter Oscar Monroy in English and Spanish.

Councilman Robinson introduced himself and recognized and expressed thanks for
the attendance of the eighth-grade students from the Sonoran Science Academy.

Councilman Robinson expressed the hearing as opportunities to see how the City
works, how the budget is prepared for the next fiscal year, and for the City Council to
obtain public input regarding their priorities, issues of concern and where greater
emphasis could be placed. Councilman Robinson encouraged students and residents
to make their questions or concerns known during the meeting, and that notes were
being taken to reflect those questions and concerns. Councilman Robinson thanked
and welcomed those attending and turned the meeting over to Mr. Zuercher.

Mr. Zuercher thanked Councilman Robinson. Mr. Zuercher described his
responsibility to present to the City Council and the community a budget proposal for
next year to continue existing services and evaluate potential additions based on
available funding. Mr. Zuercher indicated the budget video would describe how
additional available funds are proposed to be used and indicated the budget
pamphlet and phoenix.gov/budget website provide more information.

Mr. Zuercher thanked City staff in attendance, indicating they are available to
respond to questions, acknowledged City staff who specifically came to be available
to discuss trash pickup after the hearing, and indicated the City was evaluating the
amount the City charges for trash pickup.

Mr. Zuercher indicated the hearing was being recorded and streamed on YouTube,
asking those speaking to use the microphone, to speak for up to two minutes and to
complete a comment card. Mr. Zuercher indicated the video would be played
followed by public speakers.

A short video on the proposed Trial Budget was played.

Mr. Mertz opened the floor for public comment.

1. Ginnie Ann Sumner requested more traffic enforcement including more motor
officers, street transportation studies of traffic flows into neighborhoods and
alternatives to speed humps, traffic flow coordination preventing delays at
intersections, a real-time operation center for Mountain View Precinct, and
more park rangers, private security, and mobile cameras at City parks.


2. Joseph Dora requested $400,000 in funding to train veterans service
officers, indicating the City provides nothing in its budget specifically
for veterans. Mr. Zuercher asked for elaboration about veteran service
officers and training. Mr. Dora explained that veteran service officers
assist veterans with obtaining benefits to which they are entitled. Mr.
Zuercher indicated the City has numerous veteran preferences within
its programs, which are not called out.

3. Fatuma Haji asked how the City of Phoenix could keep the City
cleaner. Mr. Zuercher asked Samantha Tavares to respond. Ms.
Tavarez described various services provided by the Solid Waste
Division. Mr. Zuercher described the Adopt-A-Street program and that
some schools coordinate with neighborhood associations and the
Neighborhood Services Department for clean-up opportunities.

4. Karen Kruse expressed thanks for support of the City’s library
systems, including the budget to expand the Cholla parking lot. Ms.
Kruse described Friends of the Public Library support for library
services, the historic designation of Acacia neighborhood, the Book
Storm Program offering free books to teachers and librarians, an
upcoming Wallace and Ladmo Day including a proclamation by the
governor, a children’s book drive sponsored by KUPD and Fulton
Homes, and an event with the Diamondbacks and Avnet.


Councilmember Robinson asked whether any students present had additional questions.

Jason Washington asked how Phoenix will help homeless veterans. Councilman Robinson
asked a representative of Office of Homeless Solutions (“OHS”) to respond. Margaret
Adams indicated OHS partners with other organizations, prioritizes veterans experiencing
homelessness for shelter programs, provides City staff into the community to identify
unsheltered individuals including veterans and connects veterans with shelters and veteran
services for needed specialized support. Mr. Zuercher indicated that veterans have rights to
services from the Veterans Administration and the City has staff to help veterans connect to
those services. Mr. Zuercher noted the City budget includes $20 million to continue
homeless services, replacing expired federal funding. Ms. Adams added OHS works with
the Department of Housing, which administers specialized (“VASH”) housing subsidies
helping end veteran homelessness and helping veterans retain housing.

Councilmember Robinson called for questions for other students – none responded. Mr.
Robinson said he would speak with the students after the hearing.

Councilmember Robinson made announcements concerning Fire Station 13, expanded fire
services to reduce response times, and improving fire safety for firefighters as top priorities.
Mr. Robinson encouraged paying attention to developments associated with parks and other
quality of life issues being addressed by the City.

Councilmember Robinson concluded the hearing at 9:00 AM.


Respectfully submitted,


Scott B. Greenberg
Budget & Research Analyst




SUMMARY MINUTES
COMMUNITY BUDGET HEARING
COUNCIL DISTRICT 7
DESERT WEST COMMUNITY CENTER
APRIL 6, 2026 at 6:00PM

Assistant City Manager Ginger Spencer opened the hearing at 6:00 P.M.

She introduced Spanish language interpreter, Mario Barajas. Mr. Barajas introduced his co-
interpreters Oscar Monroy and Elsie Duarte and provided instructions for residents requiring
Spanish-language interpretation during the hearing.

Ms. Spencer introduced Councilmember Anna Hernandez.

Councilmember Anna Hernandez welcomed attendees and expressed appreciation for
community feedback on the 2026-27 Trial Budget. She also thanked the District 7 team, Ms.
Spencer and City staff for attending.

Ms. Spencer briefly explained that resident input on the Trial Budget is important and how
residents can provide comments. She provided a summary of the budget approval timeline.

Councilmember Hernandez pointed out that Public Works Department staff were present to
answer questions about the proposed solid waste fee increase.

Ms. Spencer asked staff to play the budget videos in English and Spanish languages.

Councilmember Hernandez opened the floor for public comment.

1. Jessica Bueno spoke in favor of increased funding for tree shade canopies,
complete streets in south and west Phoenix, and free electric public
transportation. She expressed appreciation for including youth, teens and
families in the Trial Budget and added that the Capital Improvement Program
is a major opportunity to improve parks, public transit, and street infrastructure
in west and south Phoenix. She commended the creation of the Council
District 7 Budget Fellowship.

2. Nicole Morales spoke in favor of increased funding for shade, shaded bus
shelters, bike lanes, support for unsheltered residents and renters, electric
public buses, small business support in Maryvale, and trees on city and
private property.

3. Magdelena Marin spoke in favor of increased funding for youth programs,
school psychologists, and college assistance programs. She also expressed
support for more public transportation along McDowell Road and improved
parks amenities like those in other cities.




4. Justin Capaz spoke in favor of increased funding to help working families such
as programs for affordable housing and healthcare. He recommended a $20
million working families relief fund that would not have work requirements with
protection from federal immigration enforcement.
5. David Portugal spoke in favor of funding for a working families relief fund. He
also advocated for funding for affordable youth recreation programs, trees,
and free electric public transportation. He recommended future hearing
presentations include a pie chart of the proposed Trial Budget.

Mr. Portugal also commended the creation of the Council District 7 Budget
Fellowship.

6. Beatriz Rojas Perez spoke in favor of additional funding for shade, trees, and
shaded walkways, especially in central, west and south Phoenix.

7. Johana Rojas Perez spoke in favor of increased funding for trees and shaded
walkways to provide heat relief.

8. Ben Laughlin spoke in favor of increased funding for childcare and services for
unhoused individuals. He also advocated for funding $1 million for teen
programs, with some allocation for the Jacob Michael Harris Foundation, and
$5 million for a flexible crisis relief/legal assistance fund.

9. Monica Barrientos spoke in favor of funding to support immigrants and teen
programs, with an allocation to the Jacob Michael Harris Foundation. She also
advocated for a right-to-counsel for renters facing eviction and establishing a
$5 million working families relief fund.

10. Reeb Menjivar spoke in favor of funding a $5 million working families relief
fund that would be available to all residents. She also advocated for approving
a right-to-counsel ordinance for renters facing eviction.

11. Nancy Lam spoke in favor of funding $5 million for a working families relief
fund, immigrant legal services, and youth programs with an allocation to the
Jacob Michael Harris Foundation.

12. Steffi Faircloth spoke in favor of funding a $5 million working families relief
fund.

13. Raul Moreno spoke in favor of funding more trees, shade, shaded bus
shelters and pedestrian paths, and free electric public transportation.

14. Hector Gavina spoke in favor of investing in youth health, safety and
education.

15. Jason Chavez spoke in favor of increased funding for economic relief for all
regardless of immigration status and a $5 million working families relief fund.



16. Lupe Mora spoke in favor of providing school psychologists. She also
advocated for increased funds to help families in need of legal assistance due
to federal immigration enforcement.

17. Ana Loaiza submitted a comment card in favor of funding for more shade
structures and free electric public transportation.

18. Elizabeth Gavina submitted a comment card in favor of funding a working
families relief fund and for more street lighting and cleaner energy in city
parks.

19. Sofia Quezada submitted a comment card in favor of additional public transit
and accessibility.

20. Esmeralda submitted a comment card in favor of funding greater access to
higher education.

Councilmember Hernandez shared that there are additional budget hearings and encouraged
attendance.

Ms. Spencer thanked everyone for attending.

Councilmember Hernandez adjourned the hearing at 7:08 pm.

Respectfully submitted,


Genevieve Siri
Budget and Research Analyst




SUMMARY MINUTES
COMMUNITY BUDGET HEARING
SPANISH LANGUAGE
MARYVALE COMMUNITY CENTER
APRIL 7, 2026 at 6:00 P.M.

Assistant City Manager Ginger Spencer opened the meeting at 6:06 p.m. and introduced
interpreter Mario Barajas, Councilwoman Anna Hernandez, and Councilwoman Ann
O’Brien. Mr. Barajas provided instructions for residents requiring English-language
interpretation during the hearing.

Ms. Spencer requested the budget video presentation in Spanish to be played.

City Manager Ed Zuercher and Councilwoman Laura Pastor joined the meeting.

Councilwoman Hernandez opened the floor for public comment.

1. Juana Rita spoke in favor of allocating $5 million from the City’s budget to a
fund designed to support working families experiencing crises, including
assistance with housing, economic relief, and migratory processes, regardless
of an individual’s legal status.

2. Laura Rodriguez spoke in favor of allocating funding to provide financial
support for working families who were being affected by Immigration and
Customs Enforcement. She stated the entire country was experiencing
uncertainty, chaos, and disorder, and she urged the City to address the harm
caused by the federal administration’s actions.

3. Jessica Bueno spoke in opposition to the budget process, stating it lacked
transparency and insufficient community involvement in its development.

4. Irma Pacheco stated that the $1.5 million Human Services one-time funding to
provide flexible financial assistance and refugee crisis assistance is
insufficient and Council should consider increasing it.

5. Reeb Menjivar spoke in favor of allocating $5 million to a fund designed to
support working families experiencing crises, including assistance with
housing, economic relief, and migratory processes, regardless of the
individual’s legal status.

6. Stela Varela spoke in favor of allocating $5 million to a fund designed to
support working families experiencing crises, including assistance with
housing, economic relief, and migratory processes, regardless of the
individual’s legal status. She also requested that part of the funding be used to
establish a right-to-counsel program for tenants facing eviction, noting that
many renters lacked legal representation and the community has been
requesting this protection for more than three years.




7. Juana Elizarraras advocated for an improved transportation system with more
shading, the need for housing assistance, and higher wages for low-paying
jobs.

8. Esther Moreno did not wish to speak but requested additional security for the
community.

9. Berta Rita did not wish to speak but advocated in favor of allocating $5 million
to a fund designed to support working families experiencing crises, including
assistance with housing, economic relief, and migratory processes, regardless
of the individual’s legal status.

10. Elizabeth Gavina spoke in favor of allocating $5 million to a fund designed to
support working families experiencing crises, including assistance with
housing, economic relief, and migratory processes, regardless of the
individual’s legal status. She requested support for immigrant families’ basic
needs regardless of legal status, a right-to-counsel ordinance for tenants
facing eviction, increased funding for youth programs, and a reduction in
surveillance devices in parks and neighborhoods.

11. Nancy Lam spoke in favor of allocating $5 million to a fund designed to
support working families experiencing crises, including assistance with
housing, economic relief, and migratory processes, regardless of the
individual’s legal status.

12. Yollanda Barrera spoke in favor of allocating $5 million to a fund designed to
support working families experiencing crises, including assistance with
housing, economic relief, and migratory processes, regardless of the
individual’s legal status.

13. Lupe Mora spoke in favor of allocating $5 million to a fund designed to support
working families experiencing crises, including assistance with housing,
economic relief, and migratory processes, regardless of the individual’s legal
status.

14. Maria Mora spoke in favor of allocating $5 million to a fund designed to
support working families experiencing crises, including assistance with
housing, economic relief, and migratory processes, regardless of the
individual’s legal status.

15. Angelina Flores spoke in favor of expanded medical assistance, particularly
for individuals seeking disability or Social Security support. She also
advocated for resources to help women navigate legal processes, such as
divorce, and emphasized the importance of respecting the retirement age.

16. Steffi Faircloth spoke in favor of allocating $5 million to a fund designed to
support working families experiencing crises, including assistance with
housing, economic relief, and migratory processes, regardless of the
individual’s legal status.


17. Melina Fonseca spoke in favor of allocating $5 million to a fund designed to
support working families experiencing crises, including assistance with
housing, economic relief, and migratory processes, regardless of the
individual’s legal status.

18. Guadalupe Garina did not wish to speak but expressed support for assistance
with electric bills and the addition of water stations throughout the City for
unhoused residents.


Councilwoman Hernandez adjourned the hearing at 7:25 p.m.

Respectfully submitted,

Dayana Rosas
Management Fellow




SUMMARY MINUTES
COMMUNITY BUDGET HEARING
COUNCIL DISTRICT 3
SUNNYSLOPE COMMUNITY CENTER
APRIL 9, 2026 at 8:30 AM

Councilwoman Debra Stark opened the meeting at 8:31 am.

Deputy City Manager Alan Stephenson introduced Spanish-language interpreters Elsie
Duarte and Oscar Monroy. Ms. Duarte provided instructions for residents requiring Spanish-
language interpretation during the hearing.

Councilwoman Stark welcomed everyone to the hearing and informed the audience that
there are additional upcoming budget meetings.

Mr. Stephenson briefly explained the options for the public to provide input and get
information on the Trial Budget.

A short video on the Trial Budget was played.

Councilwoman Stark requested that closed captions be added to the video and then opened
the floor for public comment.

1. Monica Barrientos requested to dedicate $5 million in the budget for the
creation of a Working Families Relief Fund to support the immigrant
community. She supports the additional funding provided in the trial budget for
teen prevention programs and advocates for adding more funds to these
programs. She also advocated for the City to pass a right-to-counsel
ordinance for residents facing eviction.

2. Chris Locke congratulated the City on the improved services for heat relief
and addressing homelessness. She spoke about disability issues and how it
relates to homelessness.

3. Teresa Hill spoke about the amount of traffic accidents and crime on 19th
Avenue. She does not want any cuts to the Police budget and supports more
crisis vans and mental health community assistance. She requested the use
of comprehensive pavement maintenance in place of crack seal treatments.

4. Ginnie Ann Sumner spoke in support of additional funding for traffic
management; park rangers, private security guards, and mobile cameras in
parks; and the Office of Homeless Solutions Trial Budget request.

5. Lisa Bell spoke in support of additional funding to provide benefits for the
refugee population.

6. Nancy Lam spoke about immigration enforcement concerns and requests an
additional $5 million to provide working families with legal representation in



immigration hearings, housing, food, and health care. She requested an
additional $1 million in funding for youth.

7. Justin Capaz spoke in support of additional funding for the relief of working
families.

8. Adriana Garcia Maxmiliano spoke in support of the Children, Youth, and
Families section of the budget and requests additional funding for those
programs. She additionally requested speed mitigation measures along
Mountain View Road.

9. Ben Laughlin supported various aspects of the Trial Budget including
investments in childcare, programming for teens, and services for unsheltered
individuals. He advocated adding an additional $5 million to the Children,
Youth, and Families section of the budget, and $500,000 in teen prevention
programs.

Councilwoman Stark provided closing remarks and adjourned the hearing at 9:08 am.


Respectfully submitted,


Daniel Heidinger
Senior Budget and Research Analyst




SUMMARY MINUTES
COMMUNITY BUDGET HEARING
SPANISH LANGUAGE
SOUTH MOUNTAIN COMMUNITY CENTER
APRIL 9, 2026 at 6:00 PM

Assistant City Manager Ginger Spencer opened the meeting at 6:17 p.m. and introduced
City Manager Ed Zuercher and Councilmember Anna Hernandez. Ms. Spencer introduced
interpreter Elsie Duarte, who provided instructions for residents requiring English-language
interpretation during the hearing.

Councilmember Hernandez thanked City employees and residents who have attended
community budget hearings. She stated it is important for residents to communicate how
they want City funds to be spent and indicated her office will continue to gather public
feedback and ideas throughout this process.

Councilmember Hernandez requested the budget video to be played in Spanish.

Councilmember Hernandez indicated no public comments were submitted and adjourned
the hearing at 6:31 p.m.

Respectfully submitted,

Christine Klich-Corbin
Budget & Research Analyst




SUMMARY MINUTES
COMMUNITY BUDGET HEARING
COMMUNITYWIDE
COUNCIL CHAMBERS
APRIL 11, 2026 at 10:30 A.M.

City Manager Ed Zuercher opened the meeting at 10:32 a.m. with Mayor Kate Gallego, Vice
Mayor Hodge Washington, Councilwoman Ann O’Brien, Councilwoman Anna Hernandez,
Councilwoman Laura Pastor, Councilwoman Debra Stark, Deputy City Manager Amber
Williamson, and Budget and Research Director Aaron Mertz present. Mayor Gallego,
Councilwoman Pastor, and Councilwoman Stark attended the meeting virtually.

Mr. Zuercher introduced Spanish-language interpreter Elsie Duarte. Ms. Duarte provided
instructions for residents requiring Spanish-language interpretation during the hearing.

Mayor Gallego explained the importance of residents speaking at the budget hearings. Vice
Mayor Hodge Washington thanked residents for taking the time to attend the meeting.
Councilwoman Stark expressed her interest in hearing from residents. Councilwoman
Pastor encouraged residents to speak at the hearing. Councilwoman O’Brien thanked staff
for their work on the budget throughout the year. Councilwoman Hernandez mentioned this
is an opportunity for residents to share their opinion. She highlighted the strong fiscal
position the City of Phoenix is in thanks to staff.

Ms. Williamson thanked residents for speaking. She noted where to find information on the
proposed 2026-27 Trial Budget, how to provide budget feedback, and next steps in the
budget process.

A short video on the proposed Trial Budget was played.

Ms. Williamson opened the floor for public comment.

1. Alyse Hammonds spoke in favor of funding the Human Services Department
for working families who may need assistance with rising costs of living. She
noted that although some families may not be in an emergency situation, they
may still need support with inflation and healthcare. She also spoke in
opposition to a zero-dollar budget for the Office of Arts and Culture and the
Public Works Department.

Mr. Mertz explained the items that have zero dollars allocated means the costs have already
been covered in the department’s existing budget.

The Councilmembers present made closing remarks and Mr. Zuercher adjourned the
hearing at 11:12 a.m.

Respectfully submitted,

Cecilia Alcantar
Management Fellow



SUMMARY MINUTES
COMMUNITY BUDGET HEARING
COUNCIL DISTRICTS 2 & 3
PARADISE VALLEY COMMUNITY CENTER
APRIL 13, 2026 at 6:00 PM

City Manager Ed Zuercher opened the meeting at 6:00 pm and introduced Spanish-
language interpreter Elsie Duarte. Ms. Duarte provided instructions for residents requiring
Spanish-language interpretation during the hearing.

Mr. Zuercher introduced Councilmember Debra Starks and Councilmember Jim Waring,
who provided opening remarks.

Mr. Zuercher noted where to find additional information on the proposed 2026-27 Trial
Budget, how to leave a comment, and the next steps in the budget process.

A short video on the proposed Trial Budget was played.

Mr. Zuercher opened the floor for public comment.

1. Teresa Hill advocated to add transponders to fire emergency vehicles at
Phoenix Sky Harbor International Airport, and supports additional funding to
continue decreasing fire response times. Ms. Hill requested to find other
funding sources to decrease the proposed Solid Waste rate increases. She
also requested periodic events to assist residents with resources for homeless
solutions and eviction assistance. Ms. Hill supports the City’s proposed plan
related to medical treatment in parks.

Mr. Zuercher stated staff are currently pursuing transponders for fire vehicles
at Sky Harbor. He also clarified on the proposed Solid Waste rates and
inflation rates used. Mr. Zuercher added that the City currently has a 5-year
plan for the Fire Department to expand services by building new stations and
adding new positions.

2. Karen Kruse spoke in favor of library funding and services, and supports the
parking lot expansion at Cholla Library. She also requested additional soccer
fields across the City.

Mr. Zuercher provided closing remarks and noted that the next budget meeting will be held
on May 5.

Councilmember Starks and Councilmember Waring adjourned the meeting at 6:20 pm.

Respectfully submitted,


Susannah Pietrzykowsky
Senior Budget and Research Analyst



SUMMARY MINUTES
COMMUNITY BUDGET HEARING
COUNCIL DISTRICT 8
SOUTH MOUNTAIN COMMUNITY LIBRARY
APRIL 15, 2026 at 6:00 P.M.

Deputy City Manager Alan Stephenson opened the meeting at 6:03 p.m. and introduced
interpreter Elsie Duarte and Vice Mayor Kesha Hodge Washington. Ms. Duarte provided
instructions for residents requiring English-language interpretation during the hearing.

Mr. Stephenson requested the budget video presentation to be played.

Vice Mayor Hodge Washington opened the floor for public comment.

1. Ginnie Ann Sumner requested funding to be allocated to neighborhood traffic
solutions and resources for parks. Ms. Sumner expressed support for
motorcycle police officers and further requested funding be set aside for an
Office of Homeless Solutions representative to be present with medical
providers and feeders permitted in parks.

2. Angela Florez spoke in favor of allocating extra funding to resources for the
unsheltered community, heat mitigation, reliable public transit, and affordable
housing.

3. Kristi McCann advocated for $5 million to be set aside for childcare, $1.5
million for flexible emergency financial assistance, $1.5 million for heat relief,
$12.9 million for homeless services continuity with shelter operations, and the
continuation of $6.6 million toward the Housing Trust Fund. She also spoke in
support of $2.5 million toward the Master Lease program. She advocated for
HeadStart to be expanded into schools without pre-kindergarten and
additional funding for Community Action Officers.

4. Irma Pacheco requested additional shade, improved landscaping, more trees
along 7th Ave, 7th Street, Broadway, and Southern and funding allocated to
working families with higher electricity and water bills in South Phoenix.

5. Darren Jerick requested funding for the Right to Counsel program.

6. Andrea Luna Cervantes requested funding for the Right to Counsel program.
She also requested an increase in funding from $7 million to $12 million for
flexible financial assistance, refugee‑crisis support and childcare; an increase
to $3 million for the Master Lease program; and infrastructure improvements
near 7th Avenue and Grant, including sidewalks, lighting, and traffic‑safety
measures for both housed and unhoused neighbors.

7. Sky requested that additional funding be allocated to the Right to Counsel
program, flexible financial assistance, Housing Trust Fund, Master Lease
program and childcare.



8. Adriana Garcia advocated for additional funding to be allocated to the Master
Lease program, flexible financial assistance, refugee crisis support and
Housing Trust Fund. She also advocated for expansion of the eviction legal
services through the Right to Counsel ordinance. Furthermore, she requested
that these programs be structured as low‑barrier, minimizing administrative
hurdles.

9. Jessica Bueno advocated for a participatory budget and budget transparency
as it relates to the General Fund, Enterprise Fund and Capital Improvement
Project Funds. She also urged the Council to explore a transit bond to build
out Bus Rapid Transit and Light Rail.

10. Callie Gregory did not wish to speak but favored increasing funding to
neighborhood services for the homeless community.

11. Dylan Sage Knostomon did not wish to speak but opposed the current $800
million allocated to the Phoenix Police Department and advocated for the
funding to be allocated to other community programs.

Vice Mayor Hodge Washington stated she will continue to advocate for affordable housing
and the Housing Trust Fund. She thanked City staff for the work being done.

Vice Mayor Hodge Washington adjourned the hearing at 6:46 p.m.

Respectfully submitted,

Taniya Williams
Management Fellow




SUMMARY MINUTES
COMMUNITY BUDGET HEARING
CITYWIDE
CITY COUNCIL CHAMBERS
APRIL 16, 2026 at 6:00 PM

City Manager Ed Zuercher opened the meeting at 6:03 pm. Mr. Zuercher introduced
Spanish interpreter Mario Barajas. Mr. Barajas introduced himself and Elise Duarte, both of
whom he said would provide interpretation services for the hearing. He provided instructions
for residents requiring Spanish-language interpretation.

Mr. Zuercher explained the purpose of the budget hearing, introduced Vice Mayor Kesha
Hodge Washington, and informed the audience that Councilwoman Debra Stark was
attending virtually.

Vice Mayor Hodge Washington spoke about the importance of public input on the budget
and thanked those in attendance and City staff.

Councilwoman Stark spoke about the importance of public input on the budget.

Mr. Zuercher then introduced Deputy City Manager Amber Williamson.

Ms. Williamson briefly explained the options on how to get information on the Trial Budget
and how to speak at the budget hearing.

A short video on the Trial Budget was played at 6:07 pm.

Mr. Zuercher opened the floor for public comment at 6:15 pm.

1. Jessica Bueno spoke about the need to make the budget process more
transparent. She also spoke in favor of increased funding to address potential
disruptions caused by light rail construction in Maryvale.

2. Emily Sanchez spoke in favor of adding more green spaces to address the
dangers of extreme heat.

3. Julian Zepeda spoke in favor of free electric public transit to make the City
safer and cleaner.

4. Andrea Luna Cervantes spoke in support of assistance to struggling working
families. She requested a right-to-counsel ordinance be passed, a $5 million
increase to the flexible financial assistance budget, and to increase the master
lease pilot program budget to $3 million.

5. Sasha Robinson advocated for fencing to be installed along a state-owned
property in her neighborhood to address crime and homeless issues.




6. Adriana Garcia Maximiliano spoke in support of the Children, Youth, and
Families section of the budget and requested $5 million in additional funding
for the flexible financial assistance budget.

7. Ana Loaiza spoke about the positive impact of youth involvement at public
hearings.

8. Noellee Lewis spoke in favor of providing legal representation during eviction
court proceedings and additional water fountains for the homeless.

9. Knor Silva advocated for more shade trees. She spoke about her concerns
with homeless people in alleys and empty lots in her neighborhood. She
advocated for more youth programs.

10. Connie Phillips spoke about refugee resettlement programs. She advocated a
$3 million increase to set-aside funding or refugee resettlement assistance.

11. Devaughn Robinson spoke in favor of additional funding for refugee
resettlement assistance.

12. Mastaani spoke in favor of a $3 million increase in refugee resettlement
assistance.

13. Kevin Groman spoke in support of funding for refugee resettlement support
programs.

14. Oleksander S. spoke about the challenges of finding stable employment as a
refugee and requested an increase in funding for refugee resettlement
assistance programs.

15. Immacculee F. spoke about the challenges of being a refugee.

16. Lajoie M. spoke of the challenges of finding employment as a refugee and
requested an increase in the budget for refugee assistance.

17. Aziz B.’s testimony was read, which described the experiences of being a
refugee while having cancer and being unable to receive SNAP benefits.

18. Naomi B. advocated an increase to the refugee resettlement assistance
budget.

19. John Niyaonzima spoke about the struggles of affording rent and advocated to
increase the refugee assistance budget from $1.5 million to $4.5 million.

20. Sade Omidiji spoke about the need for additional resources for refugees and
requested an additional $3 million in the budget for the refugee assistance
programs.




21. Cynthia Graber advocated $2.5 million to fund real-time camera monitoring to
prevent crime. She also requested $150,000 to analyze and review the
release of repeat criminal offenders along the 19th avenue corridor between
Camelback Road and Dunlap Avenue.

22. Suzanne Day spoke in support of setting aside funds for maintenance and
expansion of protected bicycle lanes. She also requested that motor vehicle
speed limits be enforced and reduced on streets with bicycle lanes.

23. Bill Whitmire spoke about housing affordability and advocated additional
funding for the housing trust fund. He requested $12 million in funding for
community legal services, flexible financial assistance, refugee services, and
a right-to-counsel program. He spoke against the Parks medical and food
distribution ordinance being considered by the City Council.

24. Anne Ender requested funding to conduct research into Phoenix Police
staffing issues. She asked where the $1 million for Community Transparency
Initiative legal services is located in the budget. She requested a $150,000 to
fund an analysis of the release of repeat criminal offenders along the 19th
avenue corridor and additional funding for real-time camera monitoring.

25. Melody Moss advocated fencing to be installed along a state-owned property
in her neighborhood to address crime and homeless issues.

26. Mary Kaech spoke about issues facing the refugee community. She requested
additional funding of $3 million to be added to the budget to address these
problems.

27. Elise Mugabe spoke about the dangers of extreme heat and about the need to
have more trees and shade in the City. She also spoke in favor of
implementing affordable or free electric public transportation.


Mr. Zuercher thanked everyone for attending and City staff. He provided information on the
next steps in the budgeting process.

Vice Mayor Hodge Washington expressed her gratitude to all the residents who attended
and spoke at the budget hearing.

Councilwoman Stark thanked those who spoke at the budget hearing and thanked City staff.

Mr. Zuercher concluded the hearing at 7:20 pm.


Respectfully submitted,


Daniel Heidinger
Senior Budget and Research Analyst


VOICEMAIL, ELECTRONIC, AND WRITTEN BUDGET COMMENTS
March 1, 2026 – April 21, 2026, AND SOCIAL MEDIA STATISTICS

Emails

1. Leanna Lonski sent an email in support of continued funding to the library.
2. Lisa Nathan sent an email in support of continued funding to the library.
3. Judy Whitehouse sent an email in support of continued funding to the library.
4. Robin Cusick sent an email in support of continued funding to the library.
5. Mary Ann Maher sent an email in support of continued funding to the library.
6. Monica Goddard sent an email in support of continued funding to the library.
7. Mary Lee sent an email in support of continued funding to the library.
8. Wayne Turner sent an email in support of continued funding to the library.
9. Barbara Fenzi sent an email in support of continued funding to the library.
10. Andrew Miller sent an email in support of continued funding to the library.
11. Catherine Colbert sent an email in support of continued funding to the library.
12. Robbie Bhattarai sent an email in support of continued funding to the library.
13. Lois Flynn sent an email in support of continued funding to the library.
14. MaryAnn Johnson sent an email in support of continued funding to the library.
15. Ivy Gerbis sent an email in support of continued funding to the library.
16. Wendy Waither sent an email in support of continued funding to the library.
17. Elizabeth Douglas sent an email in support of continued funding to the library.
18. Sharon Denny sent an email in support of continued funding to the library.
19. Zaneta Alexander sent an email in support of funding to assist residents with
housing.
20. Destyn Letcher sent an email in support of funding to the Historic Preservation
Office.
21. Susan Nasrazadani sent an email in support of funding for Office of Arts & Culture.
22. Jake Williams sent an email in support of funding for the Office of Arts & Culture.
23. Goerge (Kip) Sudduth sent an email in support of funding for the Office of Arts &
Culture.
24. Heidi Dauphin sent an email in support of funding for the Office of Arts & Culture.



25. Christen Carns sent an email in support of funding for the Office of Arts & Culture.
26. Claire Warden sent an email in support of funding for the Office of Arts & Culture.
27. David Adams sent an email in support of funding for the Office of Arts & Culture.
28. Christine Lester sent an email in support of funding for the Office of Arts & Culture.
29. Jaye Nelson sent an email in support of funding for the Office of Arts & Culture.
30. Elena Martinovici sent an email in support of funding for mosquito fogging.
31. Teresa Hill sent an email in support of funding for crisis vans, mental health
community assistance and additional security at homeless shelters.
32. Mary Kaech sent an email in support of funding for a relief fun for refugee and
immigrant families.
33. Carrie Vaughn sent an email in support of funding for a relief fun for refugee and
immigrant families.
34. Wendy Schultz sent an email in support of funding for a relief fun for refugee and
immigrant families.
35. LeAnn Allgood sent an email in support of funding for a relief fun for refugee and
immigrant families.
36. Helen Ryan sent an email in support of funding for a relief fun for refugee and
immigrant families.
37. Robert Sarussi sent an email in support of additional funding for safety infrastructure
at Hance Park to include additional Park Rangers.
38. Margaret Dietrich sent an email in support of additional funding for safety
infrastructure at Hance Park to include additional Park Rangers.
39. Brian Kruckenberg sent an email in support of additional funding for safety
infrastructure at Hance Park to include additional Park Rangers.
40. Heather Fahay sent an email in support of additional funding for safety infrastructure
at Hance Park to include additional Park Rangers.
41. Chris Genung sent an email in support of additional funding for safety infrastructure
at Hance Park to include additional Park Rangers.
42. Krystian Sosinski sent an email in support of additional funding for safety
infrastructure at Hance Park to include additional Park Rangers.
43. Suzie Colace sent an email in support of additional funding to create more family
friendly wellness activities in South Phoenix, specifically an indoor walking path and
additional toddler classes offered by the Park Department.




44. John Walker sent an email in support of additional funding to continue to make the
streets safer for cyclists.
45. Jeremy Maldonado sent an email in support of additional funding to the Parks
Department to maintain and clean up the hiking trails.
46. Jennifer Flores sent an email and letter in support of funding for HAWK Traffic
Signals for Camelback and 15th and 17th Avenues. Ms. Flores would also like to see
the city committed to funding for safety designs and active cameras monitoring the
transit route along the 19th Avenue corridor that isn’t strictly tied to police precincts
due to staffing. She would also like to see blighted and chronic problem properties
on the path of the light rail be cleaned up or demolished before construction on the
new light rail extension begins. Ms. Flores would also like to see the Office of
Homeless Solutions (OHS) and the Phoenix Police Department separate their
reporting in zip code 85015. The letter is attached.
47. Cynthia Graber sent an email in support of the city setting aside $150,000 in the
FY2026-27 budget to fund an independent study on judicial release practices
affecting repeat offenders along the 19th Avenue corridor. Ms. Graber also supports
allocating funding to expand real-time operations capability connected to Community
Safety Partnership (CSP) along the light rail corridor to strengthen safety, improve
response times and protect residents who depend on public transportation,
48. Leisa McDonald with the Matthew House emailed a letter in support of additional
funding for refugee and immigrant families. The Letter is attached.
Voicemails

There have been no budget comments left through voicemail.

Social media statistics from March 1 to April 20, 2026:
Statistic totals are from City of PHX Facebook (English/Spanish), Twitter
(English/Spanish), Instagram and Nextdoor:
• 59 Posts
• 51,435 Impressions
• 336 Engagements


Flowpage (Trial Budget)
• 257 Pageviews

14 City of Phoenix YouTube
• 1,401
• 17 Likes




Advertising statistics from March 19 to April 16, 2026:
Statistic totals are from Cox Media advertising for online ads, streaming ads, and
television ads (English/Spanish):
• 595,138 Impressions (display and streaming)



Respectfully submitted,
Kari Lambert
Administrative Assistant II




Dear Mayor Gallego, City Manager, and City Council,

As you finalize the trial budget, I strongly urge you to allocate capital funding to the Street
Transportation Department for Right-of-Way (ROW) engineered shade infrastructure along the
19th Avenue corridor. Do not forget the dangerous intersections at 15th Ave & W Camelback
and 17th Ave & W Camelback, which experience traffic and pedestrian accidents and fatalities.
While temporary cooling centers are vital, our neighborhood requires long-term infrastructure to
remain livable and economically vibrant.

The 2008 light rail expansion replaced our mature shade canopy with a massive footprint of
concrete and asphalt. Today, these intersections are severe micro-heat islands, making the
daily transit experience grueling—and often dangerous—for riders including senior citizens,
the disabled, and school aged children during our hottest months.

Therefore, I am specifically requesting budget priority to engineer concrete tree wells, curb
bump-outs, and enhanced traffic calming and safety measures along N 19th Ave (3000 to 7000
blocks, Zip Code 85015):

• Expanded Desert Canopy: Installation of desert-adapted shade trees (such as Desert
Willows) to reduce the urban heat island effect.
• Enhanced Median Plantings: Native landscaping to improve air quality and safety
without obscuring traffic, bike, or pedestrian visibility.
• Community Assets: Support for mixed-use owner-occupied developments and
community hubs—Community-Centered Food Hub, a new Phoenix International District
senior center, and indoor recreational space—while strictly protecting the Pierson
Garden that sits adjacent to the 19th Ave & W Camelback Park & Ride.
• Cultural Identity: Inclusion of culturally representative public art and signage for the
International District to celebrate our history and foster economic growth.
• Safe Transit Nodes: Integration of HAWK pedestrian crossing signals, DarkSky
[darksky.org] approved upgraded lighting, and high-visibility intersection markings at key
light rail and bus stops. By implementing standards from this globally recognized
organization headquartered in Arizona, we ensure safe, multi-modal access for all
residents while effectively eliminating light trespass and reducing glare in the
surrounding neighborhood.

This project supports the City’s Vision Zero commitment and addresses a critical Heat Equity
gap for transit riders, including school age children, who suffer from extreme exposure in this
corridor. Investing in these "cool corridor" improvements now will provide a clear economic
return through increased walkability, ridership, and improved local property values.

Thank you for your commitment to a cooler, safer, and more walkable Phoenix.

Sincerely,



Jennifer Flores, Resident, Westown Amended Neighborhood Association




Current State
19th Ave & W Campbell




19th Ave & W Indian School Road




19th Ave & W Camelback Road




ATTACHMENT E

2024-25 SCHEDULE 1
RESOURCES AND EXPENDITURES BY FUND
ACTUAL
(In Thousands of Dollars)

Resources Expenditures
Beginning Recovery and Interfund Interfund Ending Fund
1/
Fund Balance Revenue Proceeds Transfers-In Transfers-Out Total Operating Capital Debt Service Total Balance
General Funds
General Fund 293,513 435,262 8,607 1,398,588 (164,717) 1,971,253 1,700,516 48,955 - 1,749,471 221,782
Library - 44,628 153 10,513 (3,973) 51,320 50,583 737 - 51,320 -
Parks - 23,385 273 117,410 (10,559) 130,509 129,926 582 - 130,509 -
Cable Television - 6,296 - 425 (1,507) 5,214 5,214 - - 5,214 -
Total General Funds 293,513 509,571 9,032 1,526,936 (180,756) 2,158,296 1,886,240 50,274 - 1,936,513 221,782

Special Revenue Funds
Excise Tax - 2,092,487 - - (2,092,487) - - - - - -
Arizona Highway User Revenue 87,081 169,114 1,446 60,640 (63,907) 254,373 83,355 87,153 - 170,508 83,865
Capital Construction 25,900 1,116 202 7,994 (768) 34,444 132 10,940 - 11,072 23,373
City Improvement - 23 - 82,194 - 82,217 - - 82,217 82,217 -
Community Reinvestment 21,356 8,365 97 - (2,067) 27,750 1,719 4,288 - 6,007 21,743
Court Awards 2/ (775) 3,413 176 - - 2,815 3,255 - - 3,255 (440)
Development Services 35,854 83,105 11,170 - (6,683) 123,446 86,148 5,651 - 91,798 31,648
Golf 7,235 13,786 77 - - 21,098 11,204 - - 11,204 9,894
Neighborhood Protection - Block Watch 10,852 884 102 2,671 (5) 14,503 5,680 - - 5,680 8,823
Neighborhood Protection - Fire 5,402 145 - 13,354 (27) 18,873 15,343 - - 15,343 3,530
Neighborhood Protection - Police 8,234 206 47 44,891 (846) 52,532 34,590 - - 34,590 17,942
Parks and Preserves 91,963 5,590 3,023 53,418 (110) 153,884 6,520 67,772 - 74,292 79,592
Public Safety Enhancement - Fire 12,167 - - 13,382 - 25,549 12,828 - - 12,828 12,721
Public Safety Enhancement - Police 14,671 - 13 21,834 (15,612) 20,906 18,594 - - 18,594 2,312
Public Safety Expansion - Fire 25,030 978 - 21,367 (293) 47,083 22,955 - - 22,955 24,128
Public Safety Expansion - Police 23,378 74 5 89,216 (1,717) 110,956 91,297 - - 91,297 19,658
Regional Transit 3/ (2,247) 68,858 15 374 (1,613) 65,387 69,031 6,714 - 75,746 (10,359)
Regional Wireless Cooperative 3,723 6,379 - - - 10,103 3,876 1,955 - 5,831 4,271
Secondary Property Tax 100 137,459 - 52 (1,269) 136,342 - - 136,342 136,342 -
Sports Facilities, Bioscience & Tourism 104,267 8,269 87 29,970 (16,631) 125,961 2,933 2,736 - 5,669 120,292
Transit 2000 (1) 9 - - - 8 - - - - 8
Transportation 2050 451,818 52,276 9,694 368,698 (11,704) 870,781 243,348 136,924 - 380,273 490,509
Other Restricted 223,093 63,013 326 64,941 (6,337) 345,037 71,554 17,445 - 89,000 256,038
Grants 4/ (11,598) 420,594 19,274 690 (1,029) 427,931 348,038 96,254 - 444,292 (16,361)
Total Special Revenue Funds 1,137,505 3,136,142 45,752 875,685 (2,223,107) 2,971,979 1,132,399 437,833 218,559 1,788,792 1,183,187

Enterprise Funds
Aviation 754,130 658,369 8,223 19,664 (23,894) 1,416,493 367,323 132,120 96,575 596,018 820,475
Convention Center 169,706 40,449 1,510 98,768 (18,494) 291,940 70,375 5,281 23,690 99,346 192,593
Solid Waste 54,170 216,762 1,832 6,987 (14,639) 265,113 174,051 5,914 10,147 190,112 75,001
Wastewater 242,373 334,948 8,733 110,632 (126,760) 569,927 144,522 94,635 62,673 301,830 268,097
Water 120,023 675,645 6,369 173,018 (242,132) 732,922 309,166 147,464 144,163 600,793 132,129
Total Enterprise Funds 1,340,403 1,926,173 26,670 409,070 (425,919) 3,276,394 1,065,437 385,414 337,247 1,788,099 1,488,295

Total Operating Funds 2,771,421 5,571,886 81,453 2,811,691 (2,829,782) 8,406,669 4,084,076 873,522 555,807 5,513,404 2,893,264

1) General fund sales tax revenue is reflected as a transfer-in from the excise tax fund. Total transfer equates to $1,336.4 million, and is included in the General Funds revenue total of $1,846.0 million shown on
Schedule 2.
2) The negative balance in Court Awards is due to the timing of reimbursement for approved Court Awards' eligible expenditures.
3/ The negative balance in Regional Transit is due to the timing of reimbursements for project costs from the regional transportation plan (Proposition 400) and the timing of regional partners' payments.
4/
The negative balance in Grants is due to the timing of posting revenues and expenditures.




2025-26 SCHEDULE 1
RESOURCES AND EXPENDITURES BY FUND
PROPOSED ESTIMATE
(In Thousands of Dollars)

Resources Expenditures
Beginning Recovery and Interfund Interfund Ending Fund
1/
Fund Balance Revenue Proceeds Transfers-In Transfers-Out Total Operating Capital Debt Service Total Balance
General Funds
General Fund 221,782 442,909 6,000 1,487,326 (161,010) 1,997,008 1,695,596 52,134 - 1,747,730 249,278
Library - 47,176 - 9,081 (4,241) 52,015 51,045 970 - 52,015 -
Parks - 22,697 - 113,413 - 136,111 132,991 3,119 - 136,111 -
Cable Television - 5,600 - - (36) 5,564 5,564 - - 5,564 -
Total General Funds 221,782 518,383 6,000 1,609,820 (165,287) 2,190,698 1,885,196 56,224 - 1,941,420 249,278

Special Revenue Funds
Excise Tax - 2,264,775 - - (2,264,775) - - - - - -
Arizona Highway User Revenue 83,865 171,589 1,877 - (4,241) 253,090 94,649 102,971 - 197,620 55,470
Capital Construction 23,373 1,059 27 5,850 - 30,309 140 21,091 - 21,232 9,077
City Improvement - - 724 92,484 - 93,208 - - 93,208 93,208 -
Community Reinvestment 21,743 12,767 136 - (2,067) 32,579 2,647 4,875 - 7,522 25,057
Court Awards (440) 3,511 84 - - 3,154 3,154 - - 3,154 -
Development Services 31,648 98,821 30 - (6,848) 123,651 92,121 5,763 - 97,883 25,768
Golf 9,894 13,943 7 - - 23,844 12,747 2,000 - 14,747 9,097
Neighborhood Protection - Block Watch 8,823 881 26 3,120 (7) 12,843 5,679 - - 5,679 7,164
Neighborhood Protection - Fire 3,530 101 - 15,590 (37) 19,184 14,776 - - 14,776 4,408
Neighborhood Protection - Police 17,942 507 5 43,661 (1,834) 60,281 40,757 - - 40,757 19,524
Parks and Preserves 79,592 4,488 231 62,372 (150) 146,534 7,419 102,054 - 109,474 37,060
Public Safety Enhancement - Fire 12,721 - - 13,008 - 25,729 12,999 - - 12,999 12,730
Public Safety Enhancement - Police 2,312 - 5 21,224 (617) 22,924 19,503 - - 19,503 3,422
Public Safety Expansion - Fire 24,128 881 - 24,951 (298) 49,661 24,403 - - 24,403 25,259
Public Safety Expansion - Police 19,658 - - 99,793 (1,717) 117,734 103,015 - - 103,015 14,718
Regional Transit (10,359) 85,555 - 366 - 75,562 52,788 7,198 - 59,986 15,576
Regional Wireless Cooperative 4,271 13,038 - - - 17,310 13,060 2,148 - 15,208 2,101
Secondary Property Tax - 148,699 - 1,466 - 150,165 - - 150,165 150,165 -
Sports Facilities, Bioscience & Tourism 120,292 8,026 - 29,944 (36,635) 121,627 4,810 8,531 - 13,341 108,285
Transit 2000 8 - - - (8) - - - - - -
Transportation 2050 490,509 54,010 1,944 426,175 (79,452) 893,186 334,248 182,581 - 516,829 376,357
Other Restricted 256,038 53,803 934 76,835 (1,378) 386,231 104,444 31,130 - 135,574 250,656
Grants (16,361) 565,359 6,016 1,195 (120) 556,089 370,200 135,035 - 505,235 50,855
Total Special Revenue Funds 1,183,187 3,501,813 12,046 918,033 (2,400,185) 3,214,894 1,313,558 605,378 243,373 2,162,310 1,052,584

Enterprise Funds
Aviation 820,475 679,079 19,057 32,822 (19,423) 1,532,011 428,284 632,532 88,136 1,148,952 383,059
Convention Center 192,593 42,668 1,128 94,192 (5,511) 325,070 77,923 10,454 23,684 112,062 213,008
Solid Waste 75,001 220,005 491 - (14,661) 280,836 191,549 10,863 9,391 211,803 69,033
Wastewater 268,097 341,331 1,053 8 (65,168) 545,321 163,958 156,870 63,211 384,039 161,282
Water 132,129 692,748 7,826 5,000 (77,991) 759,712 343,565 196,431 157,708 697,703 62,008
Total Enterprise Funds 1,488,295 1,975,830 29,556 132,022 (182,753) 3,442,949 1,205,278 1,007,151 342,131 2,554,560 888,390

Total Operating Funds 2,893,264 5,996,026 47,602 2,659,875 (2,748,225) 8,848,541 4,404,033 1,668,753 585,504 6,658,289 2,190,252

1) General fund sales tax revenue is reflected as a transfer-in from the excise tax fund. Total transfer equates to $1,405.2 million, and is included in the General Funds revenue total of $1,923.6 million shown on
Schedule 2.




2026-27 SCHEDULE 1
RESOURCES AND EXPENDITURES BY FUND
PROPOSED BUDGET
(In Thousands of Dollars)

Resources Expenditures
Beginning Recovery and Interfund Interfund Ending Fund
1/
Fund Balance Revenue Proceeds Transfers-In Transfers-Out Total Operating Capital Debt Service Total Balance
General Funds
General Fund 249,278 458,839 5,500 1,546,158 (167,673) 2,092,102 2,041,223 50,879 - 2,092,102 -
Library - 49,335 - 10,786 (4,241) 55,881 55,831 50 - 55,881 -
Parks - 23,767 - 113,392 - 137,160 137,160 - - 137,160 -
Cable Television - 5,000 - 799 - 5,799 5,799 - - 5,799 -
Total General Funds 249,278 536,941 5,500 1,671,136 (171,914) 2,290,941 2,240,012 50,929 - 2,290,941 -

Special Revenue Funds
Excise Tax - 2,331,623 - - (2,331,623) - - - - - -
Arizona Highway User Revenue 55,470 171,765 1,877 - (4,248) 224,865 103,259 95,078 - 198,337 26,528
Capital Construction 9,077 985 27 5,659 - 15,748 140 9,311 - 9,452 6,296
City Improvement - - - 91,591 - 91,591 - - 91,591 91,591 -
Community Reinvestment 25,057 7,811 21 - (2,932) 29,957 2,548 4,415 - 6,963 22,993
Court Awards - 3,170 34 - - 3,204 3,170 - - 3,170 34
Development Services 25,768 112,221 30 - (6,848) 131,171 112,427 1,327 - 113,753 17,417
Golf 9,097 14,357 5 - - 23,459 12,910 2,000 - 14,910 8,548
Neighborhood Protection - Block Watch 7,164 291 26 3,179 (8) 10,651 5,027 - - 5,027 5,624
Neighborhood Protection - Fire 4,408 94 - 15,884 (39) 20,348 15,274 - - 15,274 5,073
Neighborhood Protection - Police 19,524 471 5 44,482 (7,837) 56,646 43,820 - - 43,820 12,825
Parks and Preserves 37,060 4,049 - 63,544 (154) 104,499 7,832 51,304 - 59,136 45,363
Public Safety Enhancement - Fire 12,730 - - 13,257 - 25,987 13,805 - - 13,805 12,182
Public Safety Enhancement - Police 3,422 - - 21,630 (617) 24,435 22,149 - - 22,149 2,286
Public Safety Expansion - Fire 25,259 819 - 25,420 (300) 51,198 25,515 - - 25,515 25,684
Public Safety Expansion - Police 14,718 - - 101,669 (1,725) 114,662 111,543 - - 111,543 3,119
Regional Transit 15,576 120,931 - - - 136,507 107,947 8,291 - 116,238 20,269
Regional Wireless Cooperative 2,101 19,410 - - - 21,512 12,568 6,503 - 19,071 2,441
Secondary Property Tax - 145,819 - 6,805 - 152,624 - - 152,624 152,624 -
Sports Facilities, Bioscience & Tourism 108,285 7,700 - 30,579 (36,661) 109,904 9,463 4,038 - 13,501 96,404
Transportation 2050 376,357 55,009 1,530 434,840 (23,622) 844,114 323,698 114,781 - 438,479 405,635
Other Restricted 250,656 42,223 102 57,686 (1,371) 349,296 100,112 28,425 - 128,537 220,759
Grants 50,855 511,552 263 - (120) 562,550 421,257 101,412 - 522,670 39,880
Total Special Revenue Funds 1,052,584 3,550,300 3,920 916,225 (2,418,105) 3,104,925 1,454,465 426,885 244,215 2,125,565 979,360

Enterprise Funds
Aviation 383,059 688,740 2,768 16,191 (18,017) 1,072,742 486,641 352,105 156,789 995,534 77,207
Convention Center 213,008 42,242 669 96,761 (15,424) 337,257 85,524 10,622 23,684 119,831 217,426
Solid Waste 69,033 221,457 491 - (14,725) 276,256 203,402 1,448 14,270 219,120 57,136
Wastewater 161,282 345,123 912 - (21,689) 485,628 186,933 159,211 63,268 409,411 76,216
Water 62,008 726,112 2,966 5,000 (34,171) 761,916 384,679 159,899 157,751 702,330 59,586
Total Enterprise Funds 888,390 2,023,675 7,806 117,952 (104,025) 2,933,798 1,347,179 683,285 415,762 2,446,226 487,572

Total Operating Funds 2,190,252 6,110,917 17,226 2,705,313 (2,694,044) 8,329,664 5,041,656 1,161,099 659,976 6,862,732 1,466,932

1) General fund sales tax revenue is reflected as a transfer-in from the excise tax fund. Total transfer equates to $1,454.4 million, and is included in the General Funds revenue total of $1,991.4 million shown on
Schedule 2.




SCHEDULE 2
PROPOSED REVENUES BY MAJOR SOURCE
(In Thousands of Dollars)


Percent Increase/ Percent Increase/
2024-25 2025-26 Decrease from 2026-27 Decrease from
Revenue Source Actuals Estimate 2024-25 Actuals Budget 2025-26 Estimate


GENERAL FUND


Local Taxes and Related Fees
Local Sales Tax 1/ 705,357 797,562 13.1% 811,787 1.8%
Privilege License Fees 3,462 2,503 -27.7% 2,503 0.0%
Other General Fund Excise Taxes 19,756 19,910 0.8% 20,083 0.9%
Subtotal 728,575 819,975 12.5% 834,373 1.8%


State Shared Revenues
Sales Tax 253,980 256,383 0.9% 265,158 3.4%
State Income Tax 351,016 326,128 -7.1% 351,978 7.9%
Vehicle License Tax 87,754 90,376 3.0% 93,423 3.4%
Subtotal 692,750 672,887 -2.9% 710,559 5.6%


Primary Property Tax 213,583 222,719 4.3% 233,412 4.8%


User Fees/Other Revenue
Licenses & Permits 2,823 2,702 -4.3% 2,939 8.8%
Cable Communications 6,296 5,600 -11.1% 5,000 -10.7%
Fines and Forfeitures 8,921 8,606 -3.5% 8,876 3.1%
Court Default Fee 1,027 860 -16.3% 900 4.7%
Fire 97,832 96,196 -1.7% 101,767 5.8%
Hazardous Materials Inspection Fee 1,431 2,080 45.3% 2,798 34.5%
Library Fees 426 408 -4.2% 410 0.4%
Parks and Recreation 10,081 8,622 -14.5% 9,009 4.5%
Planning 1,811 2,228 23.0% 2,012 -9.7%
Police 18,199 18,626 2.3% 19,007 2.0%
Street Transportation 6,137 9,220 50.3% 9,381 1.7%
Other Service Charges 53,100 49,253 -7.2% 47,540 -3.5%
Other 2,974 3,587 20.6% 3,408 -5.0%
Subtotal 211,057 207,989 -1.5% 213,046 2.4%

TOTAL GENERAL FUNDS 1,845,965 1,923,569 4.2% 1,991,390 3.5%




SCHEDULE 2 (Continued)
PROPOSED REVENUES BY MAJOR SOURCE
(In Thousands of Dollars)


Percent Increase/ Percent Increase/
2024-25 2025-26 Decrease from 2026-27 Decrease from
Revenue Source Actuals Estimate 2024-25 Actuals Budget 2025-26 Estimate


SPECIAL REVENUE FUNDS
Neighborhood Protection 1/ 54,651 63,860 16.9% 64,401 0.8%
2007 Public Safety Expansion 1/ 107,885 125,625 16.4% 127,908 1.8%
Public Safety Enhancement 35,216 34,232 -2.8% 34,887 1.9%
Parks and Preserves 1/ 59,008 66,861 13.3% 67,593 1.1%
Transit 2000 9 - -100.0% - NA
Transportation 2050 1/ 417,770 480,177 14.9% 489,849 2.0%
Court Awards 3,413 3,511 2.9% 3,170 -9.7%
Development Services 83,105 98,821 18.9% 112,221 13.6%
Capital Construction 7,543 6,909 -8.4% 6,644 -3.8%
Sports Facilities, Bioscience & Tourism 38,239 37,970 -0.7% 38,279 0.8%
Arizona Highway User Revenue 169,114 171,589 1.5% 171,765 0.1%
Regional Transit Revenues 68,858 85,555 24.2% 120,931 41.3%
Community Reinvestment 8,365 12,767 52.6% 7,811 -38.8%
Secondary Property Tax 137,459 148,699 8.2% 145,819 -1.9%
Impact Fee Program Administration 673 733 8.8% 728 -0.6%
Regional Wireless Cooperative 6,379 13,038 +100.0% 19,410 48.9%
Golf Courses 13,786 13,943 1.1% 14,357 3.0%
City Improvement Fund 23 - -100.0% - NA
Other Restricted Revenues 82,607 72,787 -11.9% 61,766 -15.1%
Grants
Public Housing Grants 177,699 219,508 23.5% 214,083 -2.5%
Human Services Grants 69,534 79,163 13.8% 131,022 65.5%
Community Development 16,262 27,189 67.2% 23,015 -15.4%
Criminal Justice 11,874 10,793 -9.1% 23,594 +100.0%
Public Transit Grants 40,330 103,081 +100.0% 26,977 -73.8%
Other Grants 104,895 125,625 19.8% 92,860 -26.1%
Subtotal - Grants 420,594 565,359 34.4% 511,552 -9.5%


SUBTOTAL SPECIAL REVENUE FUNDS 1,714,696 2,002,436 16.8% 1,999,091 -0.2%


ENTERPRISE FUNDS
Aviation 658,369 679,079 3.1% 688,740 1.4%
Water System 675,645 692,748 2.5% 726,112 4.8%
Wastewater System 334,948 341,331 1.9% 345,123 1.1%
Solid Waste 216,762 220,005 1.5% 221,457 0.7%
Convention Center 1/ 125,501 136,860 9.1% 139,003 1.6%


SUBTOTAL ENTERPRISE FUNDS 2,011,224 2,070,022 2.9% 2,120,436 2.4%
TOTAL ALL OPERATING FUNDS 5,571,886 5,996,026 7.6% 6,110,917 1.9%

1/
2025-26 Estimate and 2026-27 Budget include the 0.5 percentage point increase in the City TPT and Use Tax rates effective
July 1, 2025.




SCHEDULE 3
PROPOSED OPERATING EXPENDITURES BY DEPARTMENT1/
(In Thousands of Dollars)


Percent Change from
2024-25 2025-26 2026-27 2025-26
Actuals Budget Estimate Budget Budget Estimate

General Government
Mayor's Office 2,597 2,759 2,727 3,155 14.4% 15.7%
City Manager's Office 15,114 23,257 16,638 20,598 -11.4% 23.8%
City Auditor 3,358 3,735 3,695 3,978 6.5% 7.7%
Information Technology Services 102,018 99,121 100,822 104,971 5.9% 4.1%
Equal Opportunity Department 4,048 4,355 4,868 5,037 15.7% 3.5%
City Clerk 5,055 8,533 5,792 9,284 8.8% 60.3%
Human Resources 28,513 30,177 29,619 30,861 2.3% 4.2%
Retirement 653 969 812 1,099 13.4% 35.3%
Phoenix Employment Relations Board 101 135 133 139 3.0% 4.8%
Law 11,183 12,889 12,926 14,680 13.9% 13.6%
Budget and Research 4,316 4,498 4,182 4,962 10.3% 18.6%
Regional Wireless Cooperative 3,876 5,696 13,060 12,568 +100.0% -3.8%
Finance 38,972 42,145 35,205 43,337 2.8% 23.1%
Communications Office 5,215 5,614 5,564 5,811 3.5% 4.4%
Government Relations 1,749 1,760 1,810 1,922 9.2% 6.2%

Total General Government 233,494 252,795 244,991 270,675 7.1% 10.5%


Public Safety
Police 965,360 1,027,528 1,014,068 1,086,282 5.7% 7.1%
Fire 554,073 603,410 577,659 640,415 6.1% 10.9%

Total Public Safety 1,519,433 1,630,938 1,591,727 1,726,697 5.9% 8.5%


Criminal Justice
City Prosecutor 21,875 24,085 23,430 25,556 6.1% 9.1%
Municipal Court 40,283 43,050 41,817 45,480 5.6% 8.8%
Public Defender 6,806 7,087 6,918 7,416 4.6% 7.2%

Total Criminal Justice 68,964 74,222 72,165 78,452 5.7% 8.7%


Transportation
Street Transportation 112,813 104,196 102,968 114,053 9.5% 10.8%
Aviation 366,793 431,460 427,616 450,917 4.5% 5.4%
Public Transit 328,084 420,213 411,838 437,579 4.1% 6.3%

Total Transportation 807,690 955,870 942,423 1,002,549 4.9% 6.4%




SCHEDULE 3 (Continued)
PROPOSED OPERATING EXPENDITURES BY DEPARTMENT1/
(In Thousands of Dollars)


Percent Change from
2024-25 2025-26 2026-27 2025-26
Actuals Budget Estimate Budget Budget Estimate

Community Development
Planning and Development 93,844 102,661 101,297 113,952 11.0% 12.5%
Housing 176,323 246,222 211,726 207,589 -15.7% -2.0%
Community and Economic Development 21,524 19,466 29,845 30,069 54.5% 0.8%
Neighborhood Services 38,475 64,121 41,127 55,042 -14.2% 33.8%

Total Community Development 330,166 432,470 383,994 406,652 -6.0% 5.9%


Community Enrichment
Office of Arts and Culture 9,791 9,104 9,088 9,318 2.3% 2.5%
Parks and Recreation 150,627 159,868 156,903 164,278 2.8% 4.7%
Library 52,592 52,484 52,793 56,828 8.3% 7.6%
Phoenix Convention Center 74,079 87,510 81,903 85,330 -2.5% 4.2%
Human Services 150,584 152,994 145,480 137,508 -10.1% -5.5%

Total Community Enrichment 437,672 461,960 446,167 453,261 -1.9% 1.6%


Environmental Services
Office of Sustainability 981 979 1,059 1,075 9.9% 1.5%
Environmental Programs 4,931 3,406 3,978 3,409 0.1% -14.3%
Public Works 31,437 37,464 33,750 38,891 3.8% 15.2%
Solid Waste Disposal 173,817 194,487 191,318 202,165 3.9% 5.7%
Water Services 453,253 511,948 506,468 537,293 5.0% 6.1%

Total Environmental Services 664,418 748,283 736,573 782,833 4.6% 6.3%


Non-Departmental Operating
Contingencies - 293,561 - 288,921 -1.6% +100.0%
Other Non-Departmental2/ 22,239 45,000 (14,006) 31,615 -29.7% +100.0%

Total Non-Departmental Operating 22,239 338,561 (14,006) 320,536 -5.3% +100.0%


Total 4,084,076 4,895,099 4,404,033 5,041,656 3.0% 14.5%


1/ For purposes of this schedule, department budget allocations include Grants.

2/ Other Non-Departmental consists of unassigned vacancy savings, additional pension contribution, and additional grant appropriation.




SCHEDULE 4
2026-27 PROPOSED OPERATING EXPENDITURES BY DEPARTMENT1/
BY SOURCE OF FUNDS
(In Thousands of Dollars)

Special
General
Total Revenue Enterprise
Funds
Funds Funds

General Government
Mayor's Office 3,155 3,155 - -
City Manager's Office 20,598 13,050 7,249 299
City Auditor 3,978 3,978 - -
Information Technology Services 104,971 104,058 - 913
Equal Opportunity Department 5,037 3,812 667 558
City Clerk 9,284 9,284 - -
Human Resources 30,861 30,861 - -
Retirement 1,099 90 1,008 -
Phoenix Employment Relations Board 139 139 - -
Law 14,680 14,401 279 -
Budget and Research 4,962 4,962 - -
Regional Wireless Cooperative 12,568 - 12,568 -
Finance 43,337 36,447 4,937 1,954
Communications Office 5,811 5,794 18 -
Government Relations 1,922 1,922 - -

Total General Government 270,675 240,226 26,725 3,724


Public Safety
Police 1,086,282 850,995 235,286 -
Fire 640,415 549,298 91,117 -

Total Public Safety 1,726,697 1,400,293 326,404 -


Criminal Justice
City Prosecutor 25,556 24,346 1,210 -
Municipal Court 45,480 42,388 3,091 -
Public Defender 7,416 7,416 - -

Total Criminal Justice 78,452 74,151 4,301 -


Transportation
Street Transportation 114,053 3,167 110,886 -
Aviation 450,917 - - 450,917
Public Transit 437,579 - 437,579 -

Total Transportation 1,002,549 3,167 548,465 450,917




SCHEDULE 4 (Continued)
2026-27 PROPOSED OPERATING EXPENDITURES BY DEPARTMENT1/
BY SOURCE OF FUNDS
(In Thousands of Dollars)

Special
General
Total Revenue Enterprise
Funds
Funds Funds

Community Development
Planning and Development 113,952 9,190 104,762 -
Housing 207,589 2,079 205,510 -
Community and Economic Development 30,069 11,078 18,203 789
Neighborhood Services 55,042 21,117 33,925 -

Total Community Development 406,652 43,464 362,399 789


Community Enrichment
Office of Arts and Culture 9,318 9,043 275 -
Parks and Recreation 164,278 137,160 27,118 -
Library 56,828 55,831 997 -
Phoenix Convention Center 85,330 4,141 850 80,339
Human Services 137,508 67,002 69,825 680

Total Community Enrichment 453,261 273,177 99,065 81,019


Environmental Services
Office of Sustainability 1,075 855 220 -
Environmental Programs 3,409 2,394 532 484
Public Works 38,891 38,748 142 -
Solid Waste Disposal 202,165 - - 202,165
Water Services 537,293 - 2,711 534,582

Total Environmental Services 782,833 41,997 3,605 737,231


Non-Departmental Operating
Contingencies 288,921 181,921 33,500 73,500
Other Non-Departmental2/ 31,615 (18,385) 50,000 -

Total Non-Departmental Operating 320,536 163,536 83,500 73,500


Total 5,041,656 2,240,012 1,454,465 1,347,179


1/ For purposes of this schedule, department budget allocations include Grants.


2/ Other Non-Departmental consists of unassigned vacancy savings and additional grant appropriation.




SCHEDULE 5
PROPOSED DEBT SERVICE EXPENDITURES
BY SOURCE AND USE OF FUNDS AND TYPE OF EXPENDITURE
(In Thousands of Dollars)

2024-25 2025-26 2026-27
Actual Estimate Proposed
Budget


Operating Funds
City Improvement
Economic Development 2,700 4,053 4,080
Finance and General Government 17,088 13,512 13,129
Fire 3,862 9,224 9,044
Human Resources 182 185 123
Human Services 73 298 287
Information Technology 10,558 11,974 11,912
Issuance Costs - 724 -
Library - 98 103
Municipal Court 6,449 597 600
Parks and Recreation 395 402 232
Police 2,857 3,242 2,882
Public Works 12,073 9,319 11,065
Sports Facilities 13,560 13,547 13,542
Street Transportation 12,421 26,034 24,591
Sub-Total City Improvement 82,217 93,208 91,591

Secondary Property Tax
ADA Improvements 156 173 173
Cultural Facilities 6,565 10,957 20,679
Education & Economic Development 29,646 2,906 2,904
Environmental Improvement 1,001 1,045 1,042
Fire Protection 8,619 16,023 21,243
Freeway Mitigation 668 2,942 2,755
Historic Preservation 1,525 815 118
Housing 1,702 1,891 1,891
Human Services & Senior Centers 786 86 86
Information Systems 158 - -
Library 6,177 8,218 8,210
Maintenance Service Centers 473 522 525
Neighborhood Services 1,594 330 325
Other Debt Service 1 8,800 16,011
Parks & Mountain Preserves 25,518 17,589 17,562
Police 13,914 21,667 16,739
Police, Fire & Technology 16,239 2,338 2,345
Storm Sewers 8,876 32,479 22,614
Street Improvements 12,726 21,385 17,402
Sub-Total Secondary Property Tax 136,342 150,165 152,624

Aviation 96,575 88,136 156,789
Convention Center 23,690 23,684 23,684
Solid Waste 10,147 9,391 14,270
Wastewater 62,673 63,211 63,268
Water 144,163 157,708 157,751


Total Operating Funds 555,807 585,504 659,976




SCHEDULE 5 (Continued)
PROPOSED DEBT SERVICE EXPENDITURES
BY SOURCE AND USE OF FUNDS AND TYPE OF EXPENDITURE
(In Thousands of Dollars)

2024-25 2025-26 2026-27
Actual Estimate Proposed
Budget


Bond Funds
Aviation 571 69 1,600
Convention Center - 620 -
Solid Waste - 1,017 -
Wastewater - - 1,000
Water - - 1,500
Other 685 4,543 -
Total Bond Funds 1,256 6,250 4,100


Other Capital Funds
Capital Reserves 748 - 1,000
Customer Facility Charges 20,560 20,557 20,559
Federal, State and Other Participation 25,999 26,497 26,997
Passenger Facility Charges 56,647 56,424 56,419
Total Other Capital Funds 103,954 103,478 104,975


Total Debt Service 661,017 695,232 769,051



Type of Expenditure

Principal 341,491 367,478 360,438
Interest and Other 319,525 327,753 408,615

Total Debt Service Expenditures 661,017 695,232 769,051




SCHEDULE 6
SUMMARY OF PRELIMINARY 2026-27 CAPITAL IMPROVEMENT PROGRAM
FINANCED BY OPERATING FUNDS
(In Thousands of Dollars)
2026-27
2024-25 2025-26 Proposed
Actuals Estimate Budget
Arts and Cultural Facilities - 3,950 -
Aviation 131,656 633,419 347,519
Economic Development 4,836 13,729 10,134
Environmental Programs 2 250 250
Facilities Management 26,797 33,119 25,010
Finance 1,000 10,270 -
Fire Protection 4,423 1,467 1,525
Historic Preservation & Planning 5,405 5,000 -
Housing 34,940 72,565 53,969
Human Services 21,728 15,695 1,184
Information Technology 9,300 16,490 40,164
Libraries 3,272 1,747 50
Municipal Court 4,673 4,944 2,910
Neighborhood Services 117 2,181 2,000
Non-Departmental Capital - - 6,720
Parks, Recreation & Mountain Preserves 69,070 107,071 52,774
Phoenix Convention Center 5,907 16,602 12,185
Police Protection - 15 -
Public Art Program 3,072 8,096 7,068
Public Transit 125,726 160,997 104,538
Regional Wireless Cooperative 1,955 2,148 6,503
Solid Waste Disposal 5,147 8,098 1,208
Street Transportation & Drainage 174,818 204,369 172,931
Sustainability - 1,000 1,000
Wastewater 92,778 153,079 154,548
Water 146,900 192,454 156,909
Total Operating Funds 873,522 1,668,753 1,161,099

Source of Funds
General Fund 48,955 52,134 50,879
Library 737 970 50
Parks 582 3,119 -
Total General Funds 50,274 56,224 50,929

Arizona Highway User Revenue 87,153 102,971 95,078
Capital Construction 10,940 21,091 9,311
Community Reinvestment 4,288 4,875 4,415
Development Services 5,651 5,763 1,327
Golf - 2,000 2,000
Grants 96,254 135,035 101,412
Other Restricted 17,445 31,130 28,425
Parks and Preserves 67,772 102,054 51,304
Regional Transit 6,714 7,198 8,291
Regional Wireless Cooperative 1,955 2,148 6,503
Sports Facilities, Bioscience & Tourism 2,736 8,531 4,038
Transportation 2050 136,924 182,581 114,781
Total Special Revenue Funds 437,833 605,378 426,885

Aviation 132,120 632,532 352,105
Convention Center 5,281 10,454 10,622
Solid Waste 5,914 10,863 1,448
Wastewater 94,635 156,870 159,211
Water 147,464 196,431 159,899
Total Enterprise Funds 385,414 1,007,151 683,285

Total Operating Funds 873,522 1,668,753 1,161,099
SCHEDULE 7
PROPOSED GENERAL FUND INTERFUND TRANSFERS
(In Thousands of Dollars)

2026-27
2024-25 2025-26 Increase/
Actuals Estimate Budget (Decrease)
Transfers to the General Fund

Enterprise Funds
Aviation
Central Service Cost Allocation 16,637 17,559 17,559 -

Convention Center
Central Service Cost Allocation 4,250 4,409 4,409 -
Annual Transfer per Agreement - - 10,000 10,000
4,250 4,409 14,409 10,000

Solid Waste
Central Service Cost Allocation 11,620 11,846 11,846 -
In-Lieu Property Taxes 1,225 1,134 1,198 64
Total 12,845 12,980 13,044 64

Wastewater Funds
Central Service Cost Allocation 9,463 9,909 9,909 -
In-Lieu Property Taxes 10,354 10,738 11,639 901
Total 19,817 20,647 21,548 901

Water Funds
Central Service Cost Allocation 14,194 14,864 14,864 -
In-Lieu Property Taxes 17,574 17,708 19,105 1,397
Total 31,768 32,572 33,969 1,397

Total From Enterprise Funds 85,317 88,167 100,529 12,362

Special Revenue Funds
Excise
Transfer to General Fund 1,336,394 1,405,188 1,454,448 49,260

Development Services
Central Service Cost Allocation 6,683 6,848 6,848 -

Sports Facilities, Bioscience & Tourism
Central Service Cost Allocation 115 93 93 -

ASU Facilities Operations Fund 1,446 739 732 (7)
Downtown Community Reinvestment Fund 2,067 2,067 2,064 (3)
Other Restricted Fund 36 - - -
Housing Central Office Central Service Costs 676 639 639 -
Human Trafficking Prevention Fund 2 - - -
Neighborhood Protection Central Service Costs 769 729 729 -
Wastewater Fund - - 868 868
Public Housing In-Lieu Property Taxes 126 120 120 -
Public Safety Enhancement Central Service Costs 612 617 617 -
Public Safety Expansion Central Service Costs 1,791 1,716 1,716 -
T2050 Central Service Costs 1,703 1,847 1,847 -
Sports Facilities Capital Reserve Fund - 23,122 - (23,122)
Total From Special Revenue Funds 1,352,419 1,443,725 1,470,721 26,996

Total Transfers to the General Fund 1,437,736 1,531,892 1,571,250 39,357

SCHEDULE 7 (Continued)
PROPOSED GENERAL FUND INTERFUND TRANSFERS
(In Thousands of Dollars)

2026-27
2024-25 2025-26 Increase/
Actuals Estimate Budget (Decrease)

Transfers from the General Fund

Aviation - Emergency Transportation Services (816) (653) (692) (40)
Capital Reserve Fund (10,000) - - -
City Improvement - Library (129) (129) (129) 1
City Improvement (51,963) (48,713) (29,203) 19,510
Community Facilities Districts-Restricted Fund (72) (381) (317) 64
Fire Sinking Fund - (9,414) (3,634) 5,780
Housing Central Office Cost Center (2,500) (2,500) (2,500) -
Infrastructure Repayment Agreements (2,564) (2,608) (5,643) (3,035)
Housing Trust Fund - - (6,600) (6,600)
Public Safety Other Restricted Fund (18,000) (18,000) (18,000) -
SelectCare Life Insurance Trust (760) - - -
Strategic Economic Development Fund (1,650) (1,650) (1,900) (250)
Marijuana Sales Tax to PSPRS (3,101) (3,310) (3,409) (99)
Total Transfers from the General Fund (91,556) (87,358) (72,027) 15,330

Net Transfers to the General Fund 1,346,180 1,444,534 1,499,222 54,688




SCHEDULE 8
PROPOSED POSITIONS BY DEPARTMENT
Number of Full Time Equivalent Positions


Estimate Budget
2024-25 2025-26 2025-26 2026-27
less less
Actual Adopted Estimate Budget
Adopted Estimate

General Government
Mayor's Office 16.0 16.0 16.0 0.0 16.0 0.0
City Manager's Office 64.5 63.5 65.5 2.0 62.5 (3.0)
City Auditor 25.4 25.4 25.4 0.0 25.4 0.0
Information Technology Services 230.0 221.0 238.0 17.0 235.0 (3.0)
Equal Opportunity Department 33.0 30.0 33.0 3.0 33.0 0.0
City Clerk 51.5 51.5 51.5 0.0 51.5 0.0
Human Resources 141.7 139.0 139.0 0.0 139.0 0.0
Retirement 18.0 21.0 21.0 0.0 21.0 0.0
Phoenix Employment Relations Board 1.0 1.0 1.0 0.0 1.0 0.0
Law 86.0 86.0 88.0 2.0 92.0 4.0
Budget and Research 24.0 23.0 23.0 0.0 23.0 0.0
Regional Wireless Cooperative 5.0 5.0 5.0 0.0 5.0 0.0
Finance 238.0 231.0 236.0 5.0 235.0 (1.0)
Communications Office 24.0 24.0 24.0 0.0 24.0 0.0
Government Relations 6.0 6.0 6.0 0.0 6.0 0.0

Total General Government 1,010.4 985.2 1,016.7 31.5 1,013.7 (3.0)


Public Safety
Police 4,611.4 4,606.9 4,621.9 15.0 4,622.9 1.0
Fire 2,413.9 2,575.9 2,609.9 34.0 2,616.9 7.0

Total Public Safety 7,025.3 7,182.8 7,231.8 49.0 7,239.8 8.0


Criminal Justice
City Prosecutor 165.0 162.0 161.0 (1.0) 161.0 0.0
Municipal Court 283.0 282.5 282.5 0.0 282.5 0.0
Public Defender 16.0 16.0 16.0 0.0 16.0 0.0

Total Criminal Justice 464.0 460.5 459.5 (1.0) 459.5 0.0


Transportation
Street Transportation 790.0 789.0 792.0 3.0 792.0 0.0
Aviation 923.0 923.0 925.0 2.0 931.0 6.0
Public Transit 129.0 130.0 132.0 2.0 132.0 0.0

Total Transportation 1,842.0 1,842.0 1,849.0 7.0 1,855.0 6.0




SCHEDULE 8 (Continued)
PROPOSED POSITIONS BY DEPARTMENT
Number of Full Time Equivalent Positions


Estimate Budget
2024-25 2025-26 2025-26 2026-27
less less
Actual Adopted Estimate Budget
Adopted Estimate

Community Development
Planning and Development 546.8 545.8 559.8 14.0 559.8 0.0
Housing 136.0 135.0 135.0 0.0 133.0 (2.0)
Community and Economic Development 71.0 66.0 67.0 1.0 67.0 0.0
Neighborhood Services 203.0 203.0 200.0 (3.0) 199.0 (1.0)

Total Community Development 956.8 949.8 961.8 12.0 958.8 (3.0)


Community Enrichment
Office of Arts and Culture 29.8 29.3 30.8 1.5 30.2 (0.6)
Parks and Recreation 1,064.6 1,064.6 1,064.6 0.0 1,072.6 8.0
Library 434.6 396.8 412.2 15.4 398.1 (14.1)
Phoenix Convention Center 221.0 221.0 225.0 4.0 225.0 0.0
Human Services 425.5 423.5 423.5 0.0 420.5 (3.0)

Total Community Enrichment 2,175.5 2,135.2 2,156.1 20.9 2,146.4 (9.7)


Environmental Services
Office of Sustainability 6.0 6.0 7.7 1.7 6.7 (1.0)
Environmental Programs 16.0 16.0 16.0 0.0 16.0 0.0
Public Works 491.0 485.0 503.0 18.0 503.0 0.0
Solid Waste Disposal 628.5 626.5 626.5 0.0 626.5 0.0
Water Services 1,539.8 1,565.8 1,569.2 3.4 1,565.2 (4.0)

Total Environmental Services 2,681.3 2,699.3 2,722.4 23.1 2,717.4 (5.0)


Total 16,155.3 16,254.8 16,397.3 142.5 16,390.6 (6.7)




SCHEDULE 9
2026-27 CAPITAL FUNDS
PRELIMINARY RESOURCES AND EXPENDITURES PROPOSED BUDGET
(In Thousands of Dollars)

Budgeted Revenues Projected Funds
Beginning and Other Resources Available
Fund Sources/ Ending Beyond Beyond
Balance (Uses) (1) Expenditures Balance 2026-27 (2) 2026-27

1988 General Obligation Bonds
1988 Freeway Mitigation Bonds 849 - - 849 1,000 1,849
1988 Parks Bonds 419 - - 419 - 419
1988 Police Bonds 27 - - 27 - 27
1,295 - - 1,295 1,000 2,295
1989 General Obligation Bonds
1989 Historic Preservation Bonds 2 - - 2 - 2
2 - - 2 - 2
2001 General Obligation Bonds
2001 Affordable Housing and Homeless Shelter Bonds 1,011 - - 1,011 - 1,011
2001 Education, Youth and Cultural Facilities Bonds (1,264) - - (1,264) 1,700 436
2001 Environmental Improvement and Cleanup Bonds 244 - - 244 630 874
2001 Fire Protection Bonds - - - - 800 800
2001 Neighborhood Protection and Senior Centers Bonds 507 - - 507 2,355 2,862
2001 New & Improved Libraries Bonds 3,420 - - 3,420 900 4,320
2001 Parks, Open Space and Recreation Facilities Bonds (436) - - (436) 4,425 3,989
2001 Police, Fire and Computer Technology Bonds (189) - - (189) 615 426
2001 Police Protection Facilities and Equipment Bonds (566) - - (566) 1,115 549
2001 Preserving Phoenix Heritage Bonds (190) - - (190) 795 605
2001 Storm Sewer Bonds - - - - 50 50
2001 Street Improvement Bonds (532) - - (532) 2,225 1,693
2,005 - - 2,005 15,610 17,615
2006 General Obligation Bonds
2006 Affordable Housing and Neighborhoods Bonds 3,621 - - 3,621 17,795 21,416
2006 Education Bonds (4,549) - - (4,549) 8,090 3,541
2006 Libraries, Senior and Cultural Centers Bonds (1,847) - - (1,847) 27,190 25,343
2006 Parks and Open Spaces Bonds 2,049 - - 2,049 13,685 15,734
2006 Police, Fire and City Technology Bonds 621 - - 621 4,790 5,411
2006 Police, Fire and Homeland Security Bonds (7,023) - - (7,023) 36,700 29,677
2006 Street and Storm Sewer Improvements Bonds 5,939 - - 5,939 27,495 33,434
(1,189) - - (1,189) 135,745 134,556
2023 General Obligation Bonds
2023 Affordable Housing & Senior Center Bonds - 24,364 24,364 - - -
2023 Economic Development, Environment & Culture Bonds - 25,777 25,777 - - -
2023 Fire, Police & Streets Bonds - 86,332 86,332 - - -
2023 General Obligation Bond Proceeds Clearing 25,181 82,482 - 107,663 - 107,663
2023 Library, Parks and Historic Preservation Bonds - 31,044 31,044 - - -
25,181 250,000 167,518 107,663 - 107,663
Nonprofit Corporation Bond Funds
Aviation Bonds (277,845) 1,600 98,753 (374,998) 419,610 44,612
Convention Center Bonds 19 - - 19 - 19
Other Bonds 218,035 (8,498) 136,948 72,589 102,495 175,084
Parks and Preserves Bonds - - - - 66,000 66,000
Solid Waste Bonds 57,855 - 39,132 18,723 39,400 58,123
Transportation 2050 Bonds - - - - 1,300,000 1,300,000
Wastewater Bonds (425,700) 900 17,985 (442,785) 699,870 257,085
Water Bonds (202,831) 900 104,992 (306,923) 1,054,752 747,829
(630,467) (5,098) 397,810 (1,033,375) 3,682,127 2,648,752

Total Bond Funds (603,172) 244,902 565,328 (923,598) 3,834,482 2,910,884



SCHEDULE 9 (Continued)
2026-27 CAPITAL FUNDS
PRELIMINARY RESOURCES AND EXPENDITURES PROPOSED BUDGET
(In Thousands of Dollars)

Budgeted Revenues Projected Funds
Beginning and Other Resources Available
Fund Sources/ Ending Beyond Beyond
Balance (Uses) (1) Expenditures Balance 2026-27 (2) 2026-27

Other Capital Funds
Capital Gifts 35 - - 35 - 35
Capital Grants - 307,222 307,222 - 588,209 588,209
Capital Reserves 239,377 9,748 15,220 233,905 - 233,905
Customer Facility Charges 25,588 41,997 38,059 29,526 236,375 265,901
Federal, State and Other Participation - 214,957 214,957 - 310,069 310,069
Impact Fees 304,419 - 212,971 91,448 - 91,448
Other Capital 28,750 (5,000) 835 22,915 - 22,915
Other Cities' Share in Joint Ventures - 54,613 54,613 - 455,397 455,397
Passenger Facility Charges 71,947 100,040 90,045 81,942 411,286 493,228
Solid Waste Remediation 3,580 - 446 3,134 - 3,134

Total Other Capital Funds 673,696 723,576 934,368 462,905 2,001,335 2,464,240


Total 70,524 968,479 1,499,695 (460,693) 5,835,817 5,375,124



(1) Includes bond proceeds and funds which pass through capital funds such as grants, land sales, and other agency and private participation.
(2) Includes bonds authorized and available for sale, pledged resources, and cost recovery for projects billed and/or reimbursed on a cash-flow basis.




SCHEDULE 10
SUMMARY OF PRELIMINARY 2026-27 CAPITAL IMPROVEMENT PROGRAM
BY PROGRAM AND SOURCE OF FUNDS
(In Thousands of Dollars)

Total
2026-27 General Nonprofit
Proposed Operating Obligation Corporation Other Capital
Program
Budget Funds Bond Funds Bond Funds Funds
Arts and Cultural Facilities 5,820 - 5,820 - -
Aviation 679,876 347,519 - 93,919 238,438
Economic Development 47,515 10,134 12,381 25,000 -
Environmental Programs 1,423 250 1,173 - -
Facilities Management 37,230 25,010 3,750 7,635 835
Fire Protection 106,720 1,525 33,679 59,041 12,474
Historic Preservation & Planning 1,000 - 1,000 - -
Housing 82,943 53,969 19,064 - 9,910
Human Services 6,933 1,184 5,749 - -
Information Technology 75,890 40,164 - 32,126 3,600
Libraries 21,366 50 15,420 - 5,896
Municipal Court 2,910 2,910 - - -
Neighborhood Services 2,000 2,000 - - -
Non-Departmental Capital 231,223 6,720 - 19,528 204,975
Parks, Recreation & Mountain Preserves 83,350 52,774 15,220 - 15,356
Phoenix Convention Center 13,588 12,185 - 1,403 -
Police Protection 43,864 - 20,801 - 23,063
Public Art Program 11,883 7,068 1,267 3,548 -
Public Transit 104,538 104,538 - - -
Regional Wireless Cooperative 12,503 6,503 - - 6,000
Solid Waste Disposal 40,688 1,208 - 39,034 446
Street Transportation & Drainage 413,261 172,931 32,194 - 208,135
Sustainability 1,000 1,000 - - -
Wastewater 265,037 154,548 - 15,425 95,064
Water 368,237 156,909 - 101,153 110,176
Total 2,660,795 1,161,099 167,518 397,810 934,368




SCHEDULE 11
Tax Levy and Tax Rate Information
Fiscal Year 2026-27
(In Thousands)
2025-26 2026-27
1. Maximum allowable primary property tax levy.
A.R.S. §42-17051(A) $ 226,692 $ 235,769

2. Amount received from primary property taxation in
the current year in excess of the sum of that
year's maximum allowable primary property tax
levy. A.R.S. §42-17102(A)(18) $

3. Property tax levy amounts
A. Primary property taxes $ 224,968 $ 235,769
B. Secondary property taxes 144,688 144,327
C. Total property tax levy amounts $ 369,656 $ 380,096

4. Property taxes collected*
A. Primary property taxes
(1) Current year's levy $ 222,719
(2) Prior years’ levies 527
(3) Total primary property taxes $ 223,246
B. Secondary property taxes
(1) Current year's levy $ 143,241
(2) Prior years’ levies 260
(3) Total secondary property taxes $ 143,501
C. Total property taxes collected $ 366,747

5. Property tax rates
A. City/Town tax rate
(1) Primary property tax rate 1.2658 1.2652
(2) Secondary property tax rate 0.8141 0.7745
(3) Total city/town tax rate 2.0799 2.0397
B. Special assessment district tax rates
Secondary property tax rates - As of the date the proposed budget was prepared, the
city/town was operating one special assessment districts for which secondary
property taxes are levied. For information pertaining to these special assessment districts
and their tax rates, please contact the city/town.

* The 2026-27 planned primary and secondary levies are $235,768,973 and $144,327,434,
respectively. Historically, actual property tax collections have been slightly lower than the amount
levied. For 2026-27, actual collections for primary and secondary property taxes are estimated to
be $233,412,000 and $142,884,434, or 99% of the levy amount.
** Includes actual property taxes collected as of the date the proposed budget was prepared, plus
estimated property tax collections for the remainder of the fiscal year.







Report

Public Safety Improvements and Community Transparency Initiative Updates -
Citywide

On September 24, 2024, the Mayor and City Council approved a series of
recommendations and actions to improve public safety. The Council-approved actions
included efforts to address homelessness, enhancements to the Community
Assistance Program (CAP), recommendations related to Office of Accountability and
Transparency (OAT), and a series of other measures aimed at improvements to the
Phoenix Police Department. This report provides updates since the last presentation to
the City Council on January 27, 2026. In addition, the report outlines progress on the
Community Transparency Initiative, as directed by the Mayor and City Council on
March 25, 2026.

THIS ITEM IS FOR INFORMATION AND DISCUSSION.

Summary

Police Department Update
The Department continues to work on advancing the initiatives approved by City
Council during the September 24, 2024 City Council Policy Session. This update
reflects the continued progress since the Department last provided a report in January
2026.

Strategic Plan
The Department is developing a Strategic Plan built around Continuous Improvement,
Crime Reduction, Community Engagement, and Business Operations, centered on the
guiding principles of L.E.A.D. with P.R.I.D.E. at its core.

L - Lead at Every Level
· These goals will focus on training and leadership development for all Department
staff, ensuring professionalism, ethical conduct and procedural justice throughout
the organization and community.
E - Engagement with Employees and the Community
· The goals for this principle will foster open communication and transparency to
improve service delivery internally and externally, as well as build and strengthen


partnerships with community members, local organizations and stakeholders.
A - Accountability at All Levels
· For this principle, the goals will focus on establishing measurable benchmarks for
performance and transparency, as well as accountability mechanisms and
implementing a compliance framework for all new policies and procedures.
D - Dedication to Our Mission
· This principle's goals will show the Department's dedication to protecting life and
property while preventing and reducing crime, as well as seeking justice for crime
victims all while performing at the highest standards of conduct and integrity.

The Plan will be a series of measurable deliverables which will be evaluated and
reported annually. The Department will engage with stakeholders including community
members, employees, and the Mayor and City Council to gain input on the Strategic
Plan. Following community, employee, and Council feedback, the Department will
return to the City Council with a finalized plan later in 2026.

On September 24, 2024, City Council approved 37 action items for the improvement of
Public Safety Services to the residents of Phoenix and the Department has provided
quarterly updates on its progress related to these action items. Following the
Department’s last updated report on January 27, 2026, 29 of the 37 items are
complete with nine of those items containing ongoing components, and eight items are
still in progress. Information on the new updates since the last report can be found
below. A summary of all recommendations and directives can be found in Attachment
A.
· Use of Force: Changes are being made to the Less Lethal Tool policies and a public
comment period was held in October to gain community feedback. The revised
policies are expected to launch in May 2026.
· Youth Interactions Policy: This is a new policy for the Department and was drafted
after significant engagement with City of Phoenix youth and was made available for
public comment for 30 days. The focus of the policy is to recognize youth
development and to communicate with youth accordingly. The target go-live date for
the policy is July 2026.
· Interactions with Individuals Experiencing Homelessness Policy: This is also a new
policy for the Department and was drafted in partnership with the Office of
Homeless Solutions. It was also made available for public comment for 30 days.
This policy emphasizes offering services and managing the property of individuals
experiencing homelessness. The target go-live date for the policy is August 2026.
· Canine Policy: This is a new policy for the Department which outlines the various
roles and functions canines provide in the Department. This policy is currently



available for public comment through May 31, 2026.
· Training: The Training Academy’s annual in-service training series for all sworn
employees includes training topics such as cultural awareness, autism and sensory
awareness, and customer service. Training updates have also been made to recruit
training to include cultural awareness, ethics and professionalism, and active
bystandership. In addition to specific training courses, the Department has paid
particular attention to developing and evolving the method of training delivery for
both Basic Training and Post-Critical Incident Training.
· Youth Prevention Programming: The City is focused on developing programs
designed to support youth and reduce criminal justice system involvement among
youth within the community. Initiatives will focus on expanding collaborative youth
outreach, strengthening out-of-school programming, enhancing youth leadership
opportunities, and increasing advisory participation opportunities.
· Compliment and Complaint Hotline and Portal: Since the Department’s last updated
report, the Professional Standards Bureau, in partnership with Office of
Accountability and Transparency, is continuing to augment the standard operating
procedures for the receipt and processing of compliments and complaints via the
online Compliments and Complaints Public Portal website and hotline. The
community can now report compliments and complaints online, by phone, or in
person. Phone and in-person complaints can be received by the Office of
Accountability and Transparency or the Professional Standards Bureau. As always,
urgent complaints are addressed with immediacy. This item has an ongoing
component of annual reporting to the City Council and the Civilian Review Board.
· Real-Time Customer Engagement Tool: Since the Department’s last updated report,
the Versaterm CommunityConnect platform, which is a public safety engagement
solution designed to enhance trust and transparency between the Department and
the community continues to provide valuable feedback to the Department on its
community engagement and services. CommunityConnect automatically sends
updates to 9-1-1 callers, crime victims, and reporting parties using information from
the Department's dispatch and records systems. It provides real-time notifications,
multilingual messaging, feedback tools, and extended support for victims. This
means people get timely updates, greater certainty, and enhanced transparency
about their cases.
· Community Survey Technology: ZenCity Blockwise is a continuous, representative
survey platform that measures residents’ perceptions of safety, fairness, respect,
and voice in their interactions with local police. Using an “always-on” approach,
Blockwise delivers real-time, neighborhood-level insights through digital surveys
distributed via targeted ads based on U.S. Census data. The platform offers
customizable feedback cycles, digital distribution with representative sampling, rich
data collection, and interactive dashboards and analytics. These features provide



ongoing, actionable insights into community sentiment, enable targeted
interventions so resources align with public priorities, and enhance transparency
and trust through data-driven engagement. The Department will utilize Blockwise to
solicit input from the community for the development of the Strategic Plan.
· Crisis Intervention Resources: The Department has completed the Crisis
Intervention Team (CIT) Incentive Pilot Program. The incentive program is intended
to increase the Department’s ability to respond to CIT related calls for service and is
focused on training additional officers to become CIT certified and ensuring those
officers already certified are trained in recent developments in the field of crisis
intervention. Analysis is currently being conducted to assess the impact of the
program. Since the Department’s last updated report, the Department continues to
offer the recently introduced third option during initial call intake to people calling
911 in Phoenix. 911 operators on both emergency and non-emergency lines ask
callers during the call, “Do you need police, fire or behavioral health?” This addition
comes after the Phoenix City Council unanimously adopted a series of measures
aimed at modernizing public safety services and expanding community-focused
support. The goal is to ensure the right help is sent to the right calls, reducing
unnecessary police responses while providing faster, more specialized support for
behavioral health-related emergencies.

Community Assistance Program Update
The Community Assistance Program (CAP) continues to see a significant increase in
calls transferred from Police Communications to the Behavioral Health Dispatcher
following a critical update to the 9 1 1 screening process. The revised process now
prompts callers to identify whether they require police, fire, or behavioral health
services. As a result, a higher percentage of calls for service are being directed to
Behavioral Health Units (BHUs), allowing individuals to receive appropriate behavioral
health support without the need for police or fire response. Year over year
comparisons highlight this growth. From 2024 to 2025, calls transferred from Police
Communications to CAP increased by 128 percent. During the same period, BHU calls
for service rose by 96 percent. This trend underscores the growing community demand
for behavioral health crisis response and demonstrates the effectiveness of enhanced
call triage in connecting individuals with the most appropriate resources.

Office of Accountability and Transparency Update
The Mayor and City Council established the Office of Accountability and Transparency
(OAT) in 2021 to perform independent civilian oversight of the Phoenix Police
Department. OAT reviews Police Department administrative investigations of incidents
involving sworn personnel and provides community members a way to freely
communicate complaints, commendations, and concerns about officers and the Police
Department without fear of retaliation.



Phoenix City Code, Chapter 20, as amended by City Council on May 15, 2024, states
OAT's role is to:
· Take community complaints or commendations.
· Establish procedures for receiving anonymous complaints.
· Conduct outreach with the community.
· Provide support services to impacted community members.
· Review Police Department administrative investigations or civilian employee
complaints.
· Make recommendations to the Police Chief regarding policy, rules, and training
issues.
· Conduct mediation to resolve disputes.
· Administer a youth outreach program.
· Address other issues of concern to the community.

OAT released 48 reports since 2024 detailing its review of Police Department
investigations and its findings as to the completeness and thoroughness of those
reviewed investigations. OAT issued recommendations for future investigations in 31 of
the 48 reports, the majority of which the Department has agreed to implement. OAT is
actively monitoring 165 cases.

Since the Phoenix Police Department complaint portal went live in late 2025, OAT has
seen a significant increase in community member contacts. In the first quarter of 2026,
OAT received 165 complaints and 192 inquiries. Quarter 1 complaints exceeded all of
2025 by 170 percent and inquiries exceeded all of 2025 by 740 percent. In just the first
quarter of 2026, OAT is already at 300 percent of total contacts received in all of 2025.

OAT’s youth outreach program launched and completed a pilot semester at South
Mountain High School in fall 2026. The 11-week program graduated 24 students who
left educated, equipped, and empowered to apply in critical decision making and civic
engagement to enact change in their personal lives and their communities. With the
goal of sustainability and scalability, OAT has begun developing an intergovernmental
agreement with the Phoenix Union High School District to expand to multiple schools.
OAT will begin the official launch of Reform Rising at South Mountain and Maryvale
High Schools in fall 2026, and continue expanding each semester.

City's Efforts to Address Homelessness
The Office of Homeless Solutions (OHS) was created in 2022 and, since that time has
built a diverse team with expertise through work experience and/or lived experience
who directly engage with people experiencing homelessness to connect them with


services and work with the community to address encampments.

Some of the major initiatives of OHS in 2026, are to implement several strategies of its
recently approved strategic plan including: improving shelter outcomes, implementing
prevention programs, increasing housing options for people ending their
homelessness and to seek private partnerships and funding to expand this work.
Another high priority for OHS is its leadership in offering a 24/7 heat relief site for the
third year in partnership with Community Bridges Inc. This life-saving intervention
began operations on May 1, and will operate continuously this summer until at least
September 30. OHS is working with the Finance Department’s Real Estate Division to
locate a permanent heat relief site because the site OHS has leased the last two years
will not be available for summer 2027.

OHS will continue to work with public safety partners including the Phoenix Police
Department in several ways including coordinating efforts in areas where there is
known criminal activity. These coordinated efforts often include additional supporting
City departments such as Neighborhood Services, Street Transportation, Public
Works, and Parks and Recreation.

Finally, OHS is collaborating with the Phoenix Police Department on adapting OHS’s
existing property storage program, which includes an assessment and notification
process, as a framework to meet their needs while ensuring safe property storage and
reunification with property.

Youth Prevention Programming
As part of the overall efforts to improve public safety, the City is focused on developing
programs designed to support youth and reduce criminal justice system involvement
among youth within the community. In addition to current youth focused programs
provided by the City, as well as those proposed in the FY 2026-2027 budget, the City
Council approved $500,000 in funding from the Neighborhood Block Watch Grant
Program (NBWGP) fund to initiate a program to provide additional resources to youth
at risk of violence, substance abuse and involvement in the criminal justice system,
while providing supportive environments and interventions. Staff proposes
development of a program through a partnership between the Parks and Recreation
Department and the Office of Youth and Education with funding allocated through the
NBWGP funding allocation approved on an annual basis.

Community Transparency Initiative Update
The Community Transparency Initiative (CTI) framework outlined below reflects the
directives issued by the Mayor and City Council, as well as feedback gathered from
community stakeholders through meetings, listening sessions, conversations, and the


sharing of relevant information. Staff have continued active engagement with Council
offices, City departments, and community members to ensure ongoing dialogue and
alignment with CTI objectives. The following updates summarize progress on each
directive.

CTI Directive #1: Document and preserve information on federal immigration
enforcement activities within Phoenix city limits that may violate criminal
statutes and/or individual civil rights with the intent to investigate crimes
committed by federal agents who act outside the scope of their duties.
Update:
· To support more consistent reporting and documentation, the City is developing an
online report portal managed by the Office of Accountability and Transparency
(OAT) that will also be used as a dedicated case management system for tracking
federal enforcement activities in Phoenix. Community members will be able to
report incidents and complaints via the portal or by calling Police (active incident) or
OAT. The system will support an efficient work flow and provide seamless
information sharing from community members to OAT to Police. Complaints
received will be documented by OAT before being shared with the Police
Department's Special Investigation Detail (SID) for review and possibly further
investigation, and then with the Attorney General's Office. The portal is expected to
be completed in May. Information will be shared publicly when it is available for use.
· Two additional Police Detectives and one Sergeant have been assigned to SID to
investigate these reports beginning May 4, 2026.
· Prior to the completion of the portal, OAT and PD are able to accept complaints and
will track those manually.
· The Law Department is finalizing the agreement that will formally establish a
process for the City of Phoenix to refer qualifying matters to the Arizona Attorney
General’s Office for review and possible action.

CTI Directive #2: Collect data on impacts to City services as a result of federal
immigration enforcement.
Update:
· The Phoenix Police and Fire departments, as well as the Office of Accountability
and Transparency, have implemented internal tracking codes within their respective
tracking systems and related databases to document time and resources spent
responding to calls involving federal law enforcement officials. This tracking
supports accurate reporting and keeps City leadership informed.

CTI Directive #3: Identify potential partnerships and volunteer opportunities to
facilitate the initiative.



Update:
· As shared in CTI Directive #1 update, staff have established a partnership with the
Arizona Attorney General’s Office to support ongoing information sharing. Staff are
also exploring opportunities to partner with the International Rescue Committee to
provide focused resources for the business community.
· Additionally, staff continue to collaborate with community groups and volunteer
advocates to stay engaged with what's happening in the community and identify
additional ways that the City can be helpful to the community, including people and
businesses affected by federal actions.
· The City continues to update the CTI webpage including the Know Your Rights
page at www.phoenix.gov/knowyourrights. Additions include additional resources to
assist residents with social services such as emergency relief, affordable health
clinics and domestic violence resources. It also provides families with resources for
children from birth to 3rd grade and legal resources for families.

CTI Directive #4: Ensure multilingual communication channels across City
services and resources.
Update:
· The CTI webpage, including the Know Your Rights webpage, provides translation
capabilities in more than 120 languages. Additionally, Administrative Regulation
(A.R.) 5.32, Use of City Property for Civil Law Enforcement, featured on the CTI
webpage, has been translated into Spanish, Pashto, Swahili, and Somali.

CTI Directive #5: Implement training for City employees who may encounter
federal enforcement actions, including protocols related to administrative and
judicial warrants.
Update:
· On March 27, 2026, the required CTI training was deployed to all City employees to
ensure a clear understanding of their responsibilities under this initiative. This
requirement applies to all full-time, part-time, seasonal, and temporary employees,
as well as interns, volunteers, and contractors working under City supervision. As of
April 30, 2026, 14,474 (84 percent) employees have completed the training.
· Staff is also developing a second training course for employees that provides
guidance on the services provided for reporting federal law enforcement activity,
tracking the use of City resources, and familiarizing staff with the specific resources
available on the Know Your Rights website.
· Additionally, employees have been provided with quick reference resource cards
containing standardized scripts and key contact information to support them in the
event that federal enforcement actions take place at their City facility.




CTI Directive #6: Develop options for the Council to consider relating to outside
organizations, staging in our parks and preserve and other city property.
Update:
· Administrative Regulation (A.R.) 5.32, Use of City Property for Civil Law
Enforcement, was published and distributed to all City of Phoenix employees on
March 27, 2026. This A.R. establishes standards for the use, access, and
designation of City controlled property to protect public use and enjoyment of City
facilities, maintain operational integrity, and ensure City resources are used in ways
that best serve residents.
· Staff has compiled an inventory of City properties and is currently reviewing them to
determine where appropriate signage should be installed to limit or prohibit the
staging, deployment, or operational use of City property by law enforcement
agencies, except when expressly authorized by the City Manager or their designee.
· Although the City received a legislative challenge under SB 1487, the Arizona
Attorney General’s Office reviewed the matter and determined that no violation of
Arizona state statutes occurred.

Responsible Department
This item is submitted by Assistant City Manager Lori Bays and the City Manager’s
Office.





Mayor and City Council Public Safety Improvement Action Items
As of April 28, 2026

This document provides a summary of the action items approved by the Mayor and Council during the City Council Policy Session on September 24, 2024.
The Policy Session included four items on the City’s efforts to address homelessness, increase accountability and transparency, and improve public
safety. Three of the four items included a series of 37 actions taken by Council. These action items included:
• 26 items included in a memo from the Mayor and members of the City Council with an additional two approved recommendations made during
the Council discussion.
• Two formal actions to add ongoing staff to the Office of Homeless Solutions (OHS) and the Phoenix Police Department (PPD).
• Seven staff recommendations, such as implementing additional trainings and new technologies.

Of the 37 action items approved by the Mayor and City Council, 29 of the 37 items are now completed with nine of those having ongoing elements. The
remaining eight items are in progress.
Action Item Community Benefit Overview Key Deliverable Update Performance Metric
1. The Police Department shall This item improves data collection to New Records Management System Quarterly Reporting
more effectively collect data on all increase transparency, strengthen now captures all required on demographics
stops, searches, arrests, and uses accountability, and help identify and demographic data. and disposition of
of force to include – at a minimum address disparities, fostering greater stops, searches and
– the involved citizen’s age, race, trust between law enforcement and the arrests.
gender and housing status. community.
ATTACHMENT A

Start Completed
Sept Sept 2025
2. Performance Compliance Team This item establishes audits that will Professional personnel hired and in Annual Reporting on
shall regularly audit a sample of improve accountability, ensure place. Sworn supervisor to be results of audits.
police reports to ensure officers constitutional protections are upheld, identified. OIB to formulating
are correctly applying the Fourth and identify training needs. compliance framework.
Amendment, including providing
sufficient basis for reasonable
suspicion in making stops and
probable cause for searches.
Audits shall be used as a tool for
identifying training deficiencies



Mayor and City Council Public Safety Improvement Action Items
As of April 28, 2026

and opportunities. Findings shall
be shared with the City Council
and the Civilian Review Board on
no less than an annual basis.
70% In Progress
Start
Target Completion
Sept
December 2026
3. PPD shall create a new Dedicated Investigative Sergeants will New unit was launched in June Annual reporting on
Investigative Sergeant position in handle misconduct cases, ensuring 2025 allegations,
all precincts and other bureaus thorough and impartial investigations. disposition,
who report directly to the This frees Patrol Sergeants to stay in the discipline, and
Professional Standards Bureau field, improving supervision and productivity.
(PSB). Any misconduct that response times. The structure
appears to rise to the level of a strengthens accountability and public
written reprimand shall be trust while maintaining safety.
investigated by the Investigative
Sergeant, which will allow Patrol
Sergeants to remain on the streets
supervising their direct-report
officers. Misconduct that may rise
to the level of suspension,
demotion, or termination shall be
investigated by PSB investigators.
Start Completed
Sept June 2025
4. The PSB manual, once revised, Revised PSB manual will set clear The PSB manual was updated to Constant review of
shall provide clear standards for standards for investigative report provide clear requirements for PSB Bureau Manual to
the thoroughness of investigative thoroughness and evidence review, ensure policies and



Mayor and City Council Public Safety Improvement Action Items
As of April 28, 2026

reports. The manual shall also set ensuring consistent, high-quality personnel when completing procedures reflect
clear standards for reviewing all investigations. This promotes reports and reviewing evidence. City values.
relevant evidence available in an accountability and strengthens public
investigation. confidence in fair and transparent
processes.
Start Completed
Sept April 2025
5. When conducting misconduct Ensures PSB reviews all aspects of The PSB manual details the Constant review of
investigations, PSB shall review all misconduct incidents—not just the requirements for investigations to investigations to
aspects of the incident—including initial complaint—for compliance with review all aspects of the incident. ensure compliance.
those beyond the scope of the policies, training, and laws. This
initial complaint—for compliance comprehensive approach improves
with PPD policies and training, as accountability and reduces overlooked
well as applicable laws. issues.
Start Completed
Sept Feb 2025
6. PSB use of force investigations Implement targeted training programs Manual was revised to outline Constant review of
must fully explore whether an to enhance officer skills and interview practices for PSB investigations to
officer(s) effectively considered accountability, fostering safer personnel. ensure compliance.
de-escalation strategies and community interactions.
tactics during the incident in
question. PSB shall further
explore and document how
officers perceive their actions and
decision-making within the
framework of policies & training,
as well as applicable laws.




Mayor and City Council Public Safety Improvement Action Items
As of April 28, 2026


Start Completed
Sept Dec 2024
7. Police Department shall provide Regular training for PSB investigators Proficiency training tailored to PSB Mandatory training
or procure regular and ongoing ensures staff stay current on best delivered by Daigle Law Group for PSB personnel.
training for all PSB investigators. practices, policies, and legal standards. completed.
This leads to more accurate, thorough
investigations, reinforcing
accountability and public trust in the
department.

Start Completed
Sept June 2025
8. PSB investigative bodies may Requires PSB to provide detailed PSB manual updated to outline Constant review of
not provide mere conclusory analyses and rationales for all findings, report writing requirements for PSB investigations to
declarations such as “sustained,” rather than simple labels. Categorizing personnel when articulating ensure compliance.
“unfounded,” “unresolved,” actions (Class 1–3) and identifying investigative findings as well as
“exonerated,” “within policy” or improvement opportunities ensures providing direction to review board
“out of policy.” PPD shall, in all transparency, accountability, and members when articulating
circumstances, provide a continuous officer development— reasons for findings
thorough and complete analysis building public trust in fair, thorough recommendations.
and rationale for all investigative investigations.
findings and conclusions. PSB
investigations shall further
categorize the totality of the
officer’s actions as Class 1, Class
2, or Class 3 (as defined by PD
Ops Order 3.18) and shall identify
opportunities for improvement, if
any, during the incident.



Mayor and City Council Public Safety Improvement Action Items
As of April 28, 2026


Start Completed
Sept April 2025
9. PSB shall set and publish clear Publishing clear deadlines for Manual sections align with Arizona Constant review of
deadlines for completing investigative reports—and requiring Revised Statues regarding clear investigations to
investigative reports. If a report is explanations for delays—promotes deadlines and outlines standards. ensure compliance.
completed beyond the deadline, transparency and accountability. This
the reasons for delay shall be ensures timely resolution of cases,
articulated at the end of the builds trust in the process, and
report. reassures the community that
investigations are handled efficiently
and fairly.

Start Completed
Sept April 2025
10. PSB shall collect and record Collecting and analyzing complaint Centralized Intake Team has been Annual reporting on
data for all citizen complaints, data helps identify patterns and training identified and will work in concert disposition and
including the nature of the needs across precincts, improving with the PSB Field Investigations associated
complaint and precinct and officer performance and reducing Unit to record all complaints performance training
officer(s) involved. The misconduct. Sharing non-identifiable received at PSB, community and requirements.
Department shall regularly review data and trend analysis with the City from the field. The City’s website
the data and its trends to Council and Civilian Review Board has been updated to account for
determine whether additional promotes transparency, accountability, this streamlined approach for
training may be necessary and community trust. receiving online complaints and
throughout a particular precinct or compliments.
the Department and provide the
data (not including personal
identifying information) and its
analysis of the data to the City
Council and the Civilian Review



Mayor and City Council Public Safety Improvement Action Items
As of April 28, 2026

Board on no less than an annual
basis.
Start Completed & Ongoing
Sept Nov 2025
11. PSB shall provide a written Providing written responses to The letter of findings will include Constant review of
response to the citizen complainants about investigation each allegation, the associated investigations to
complainant explaining the findings ensures transparency and finding for each allegation and the ensure compliance.
investigation’s findings. respect for community members. The manner of determination.
goal is to build trust by keeping
residents informed, demonstrating
accountability, and reinforcing
confidence in the complaint process.
Start Completed
Sept Nov 2024
12. The City shall create a A dedicated hotline for reporting officer The new centralized hotline and Annual reporting on
dedicated hotline for citizens to misconduct or a commendation makes online intake form was launched in hotline use.
report potential officer it easier for citizens to provide November 2025.
misconduct to PSB. information quickly and efficiently.

Start Completed
Sept Nov 2025
13. The Department shall adopt Clear standards and accountability PSB manual sections updated to Constant review of
clear standards and measures for PSB investigators, outline standards for PSB investigations to
accountability measures for PSB supervisors, and commanders ensure personnel requiring all potential ensure compliance.
investigators, supervisors and every potential law or policy violation is law and policy violations to be
commanders to ensure that all fully investigated. Incorporating investigated.
potential law and policy violations multiple levels of oversight—including
are fully investigated, and- if referral of serious cases to the CIRB—



Mayor and City Council Public Safety Improvement Action Items
As of April 28, 2026

required-referred to the Critical strengthens transparency, consistency,
Incident Review Board (CIRB). and public confidence in fair and
thorough investigations.
Start Completed & Ongoing
Sept Nov 2025


14. PSB shall establish a clear Timely sharing of Brady materials with PSB manual updated to detail the Annual reporting on
policy for forwarding Brady prosecutors and relevant agencies dissemination of ‘Brady’ material. notifications.
materials as timely as possible to ensures fairness in the judicial process
the Maricopa County Attorney’s and strengthens accountability.
Office and other relevant outside
agencies.
Start Completed
Sept Jan 2025
15. When making deviations of Greater transparency and PSB Manual CIRB findings Annual reporting of
discipline from the Disciplinary accountability in disciplinary decisions memorandum template and Police discipline deviations.
Review Board (DRB), the Police build trust by ensuring deviations are Chief and CMO deviation
Chief shall fully explain the justified and overseen at multiple memorandum template
rationale for doing so and explain levels. Annual reporting to elected completed.
why the deviation is in the best officials adds an extra layer of
interest of the Department and the oversight, reinforcing confidence that Annual report was provided to City
community. The City Manager discipline aligns with community and Council in September 2025.
must approve all departmental standards.
recommendations for downward
deviations of discipline. In a
manner that protects the
confidentiality of individuals
under review, the City Council



Mayor and City Council Public Safety Improvement Action Items
As of April 28, 2026

shall receive an annual report
regarding the recommendations of
the DRB.
Start Complete & Ongoing
Sept April 2025
16. The Disciplinary Review Board By increasing citizen representation on Additional civilian and sworn N/A
shall add one additional citizen to the Disciplinary Review Board, the city members added to the Discipline
its membership, for a total of three hopes to strengthen community voice Review Board in line with Arizona
citizens. in oversight, promote transparency, and Revised Statutes.
enhance public trust in discipline.




Start Completed
Sept Sep 2025
17. The Police Department shall Using body-worn cameras and ensuring Body-Worn Camera policy includes Compliance
develop and implement a policy proper disclosure of footage increases requirement for SAU to comply with Scorecards
for Special Assignments Unit transparency and accountability during Department’s BWC Policy.
officers to use body-worn public interactions.
cameras when engaging with the
public and adopt policies
regarding the disclosure of the
unit’s footage in accordance with
state public records laws.
Start Completed
Sept Sep 2024




Mayor and City Council Public Safety Improvement Action Items
As of April 28, 2026

18. Continue efforts to prioritize Fully staffed 911 and dispatch teams Hiring plan for additional personnel Quarterly reporting
staffing levels for 911 and Radio improve emergency response times was developed and implemented on recruitment and
Dispatchers (including evaluating and service reliability. This results in with hiring and referral bonuses. staffing.
additional increases in pay) to better training opportunities, enhancing
alleviate the current high vacancy dispatcher performance and ensuring Class and Comp reviewing peer
rate. Staffing at full levels will the community receives timely, agencies.
create the coverage necessary to effective assistance during
improve training opportunities for emergencies.
all dispatchers.

Start Complete & Ongoing
Sept Sep 2025
19. The Fire Department’s This enhances community safety and Additional CAP personnel were Achieved 24/7
Community Assistance Program well-being by providing consistent hired in January 2025. dispatch covered in
(CAP) shall have 24/7 dispatch assistance whenever it’s needed. 2025.
coverage by the end of the first
quarter 2025.


Start Completed
Sept March 2025
20. The Police Department shall Developing policies with community Staff completed youth surveys with Developing policy
create policies with community input promotes trust, reduces harm, over 2,000 responses. with direction from
input regarding interactions with and demonstrates a commitment to Council and
youth and vulnerable populations protecting the rights and dignity of all Draft policies for Youth Interactions community input.
including the unsheltered community members. and Interactions with Individuals
community and those with Experiencing Homelessness are
behavioral health challenges that complete with an anticipated go-
include special considerations for live date of July & August 2026,
respectively.



Mayor and City Council Public Safety Improvement Action Items
As of April 28, 2026

consensual contacts, use of force,
interviews, and interrogations. Draft policies for Juvenile
Procedures and Individuals with
Mental or Physical Disabilities to
be available for public comment in
September 2026.
70% In Progress
Start
Target Completion
Sept
December 2026
21. The Police Department shall Training officers to effectively use crisis Training on CAP and OHS Ongoing training,
provide training to its officers on intervention and community support distributed throughout 2025 on pilot program to
how to best utilize crisis resources improves responses to resources available to officers increase knowledge
intervention resources (such as individuals in crisis, reduces when interacting with the base and trained
the Crisis Intervention Team) as unnecessary escalation, and connects community. staff.
well as services provided by the vulnerable populations to appropriate
Community Assistance Program services.
and Office of Homeless Solutions.



Start Completed
Sept Aug 2025

22. The Police Department shall Allowing the Crisis Intervention Team to An interdepartmental effort has Pending legislative
adopt policies that allow the focus on urgent, time-sensitive matters been established to address this change at state level.
Crisis Intervention Team to ensures faster and more effective item. Pilot program to
prioritize urgent or time-sensitive responses for individuals in crisis. This increase knowledge
matters over duties that are not prioritization reduces delays, improves base and staffing.
core to the CIT mission. outcomes for vulnerable populations,




Mayor and City Council Public Safety Improvement Action Items
As of April 28, 2026

and strengthens community trust in
emergency support systems.
50% In Progress
Start
Sept In Progress Target Completion
June 2027

23. The Police Department shall Regularly adopting nationally Business subject matter experts Reporting
continually survey the best recognized best practices will ensure were identified, and review requirements for
practices of similarly-situation law policies and training remain current, cadence finalized in March 2025. every policy update
enforcement agencies throughout effective, and aligned with proven
the nation and update its own standards. This commitment will
policies and training to ensure that enhance professionalism and improves
Phoenix is employing nationally service quality,
recognized best practices.

Start Completed & Ongoing
Sept June 2025
24. The Police Department shall Enhanced customer service training Mandatory Department-wide Annual in-service
enhance customer service will improve the quality of interactions training implemented in March training and constant
training for officers and staff who between officers, staff, and the public. 2026. audit by supervisory
engage with members of the staff.
public.


25% In Progress
Start
Target Completion
Sept
Dec 2026
25. Professional staff shall update Regular compliance updates to Tracking sheet was developed. The Semi-Annual
the City Council and the Civilian oversight bodies ensure transparency most recent report was provided to Reporting
Review Board on the Police



Mayor and City Council Public Safety Improvement Action Items
As of April 28, 2026

Department’s compliance with and accountability in implementing the Council in the September 2025
recommendations by the Office of reform recommendations. Policy Session.
Accountability and Transparency
every 6 months.
Start Complete & Ongoing
Sept April 2025
26. Professional staff shall update Frequent written progress updates to Most recent progress report Quarterly Reporting
the City Council and the Civilian oversight bodies will ensure provided in September 2025.
Review Board of its progress on transparency and sustained
the aforementioned public safety accountability throughout the
reforms in writing every three improvement process.
months over the next three years.
Start Complete & Ongoing
Sept April 2025


Additional Requests by Councilmembers during the September 2024 Policy Session
Action Item Community Benefit Overview Key Deliverable Update Performance Metrics
1. Staff to return to the Oct. 22 This will improve efficiency and The system went live on August Ongoing review of
Policy Meeting with a proposal accessibility for reporting crimes. 13, 2025. effectiveness and use of
to implement new technology Faster, easier reporting enhances system.
such as a voice activated community safety, encourages
intelligence system for public participation, and
Crimestop no later than the demonstrates a commitment to
end of the first quarter of 2025. modern, responsive policing.
Start Completed
Sept June 2025




Mayor and City Council Public Safety Improvement Action Items
As of April 28, 2026

2. Requested a community The City Council approved the Zencity launched the Blockwise Quarterly Reporting
feedback process, timeline, implementation of Zencity’s tool in July 2025
budget and outreach plan for Blockwise platform, a monthly
the reforms and public safety. survey tool designed to gather
community sentiment on public
safety.

Start Complete & Ongoing
Sept July 2025


Staff Recommended Formal Actions Adopted by Mayor and City Council during September 2024 Policy Session

Action Item Community Benefit Overview Key Deliverable Update Performance Metrics
1. Create four new positions Adding research-focused positions Supervisor hired in February Positions created and in place.
in PD including one police enhances the department’s ability to 2025.
research supervisor and three analyze data, evaluate policies, and Researchers hired April 2025.
police research analysts. implement evidence-based
strategies. This leads to smarter
decision-making, improved public
safety initiatives, and greater
accountability—ultimately
benefiting the community through
more effective policing.
Start Completed
Sept April 2025
2. Convert 14 temporary, FT This change will strengthen service Approved during the September
positions in OHS to ongoing continuity, improve program stability, 24, 2024, Council meeting.
positions. and help retain experienced staff. It
fosters trust with the community and



Mayor and City Council Public Safety Improvement Action Items
As of April 28, 2026

ensures more efficient use of
resources.
Start Completed
Sept Sep 2024


Staff Recommended Policy Directives Approved by Mayor and City Council during September 2024 Policy Session

Action Item Community Benefit Overview Key Deliverable Update Performance Metrics
1. Launch training in This initiative will strengthen Training initiated in 2024. Annual in-service training and
partnership with tribal nation collaboration with tribal law Annual in-service training constant audit by supervisory
police departments. enforcement, improve public safety, begins in 2026. staff.
build trust, and promote cultural
competency through shared training
and best practices.

Start Completed
Sept Dec 2024
2. Develop a biennial training This initiative will enhance officer Training Plan developed: 8- Ongoing training, pilot program
plan for CIT officers. preparedness through modern hour requirement, with 4 hours to increase knowledge base
approaches to crisis and mental mandatory and 4 hours and trained staff.
health response. elective training.

Start Completed & Ongoing
Sept Sep 2025


3. Explore youth prevention This program is intended to provide Funding has been identified TBD
programming. additional resources to youth at risk from the Neighborhood Block
of violence, substance abuse and Watch Grant Program fund to
involvement in the criminal justice support a youth prevention




Mayor and City Council Public Safety Improvement Action Items
As of April 28, 2026

system, while providing supportive pilot program. The program
environments and interventions. will be implemented under the
direction of the Mayor and City
Council.



10% In Progress
Start
Target Completion
June 2025
4. Explore additional services Increase sworn presence to reduce Review Arizona State Ongoing review with Budget
to be provided by civilian staff, calls for service response times University (ASU) Calls for and Research.
rather than sworn PD Service study and PFM
employees. Staffing study to develop a
proposal for the identification
of sworn positions which can
be converted to professional
staff.


75% In Progress
Start
Target Completion
Sept
June 2026
5. Conduct community This effort will inform the citizens and The development of the Chief’s Annual Reporting
engagement process to assist PPD employees of the police combined Department Plan
in developing continuous department’s values and direction. will include engagement with
improvement plan. Document will serve as strategic community and department
plan incorporating a plan to address stakeholders.
crime and ensure continuous
improvement.



Mayor and City Council Public Safety Improvement Action Items
As of April 28, 2026




40% In Progress
Start
Target Completion
Sept
October 2026
6. Research and submit a plan This initiative will proactively identify Vendor approved by City Quarterly reporting on project
to Council to procure an early patterns of concern, prevent issues Council in 2025. Procurement implementation
intervention system. from escalating, support officer is complete. System
wellness, and improve accountability requirements are in the
to strengthen community trust. process of being finalized.
40% In Progress
Start
Target Completion
Sept
June 2027
7. Launch First Amendment This policy will ensure peaceful and Policy finalized and mandatory Reporting post-First
facilitation and management lawful expression of First training has been launched. Amendment Events
policy for community Amendment rights, reduce conflicts
feedback. during public demonstrations, and
promote trust by providing clear
guidelines for managing events
safely and respectfully.

Start Completed
Sept Dec 2025