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Pima County staff outlines shelter‑capacity study and recommends system hubs, outreach expansion and regional coordination
Summary
County staff presented a feasibility approach to increase low‑barrier shelter capacity and better use under‑utilized beds, recommending centralizing bed information, enhancing outreach and coordinating regionally with city and nonprofit partners.
County staff presented a draft feasibility and work plan Aug. 5 in response to a May 6 request from the Board to evaluate how the county can create or increase low‑barrier shelter capacity and better use under‑utilized beds.
Senior adviser Jen Darland, director of the Office of Housing Opportunities and Homeless Solutions, told the board the review included national, state and local model analysis, inventory of existing county programs, and an assessment of system constraints.
Darland identified system constraints that limit shelter use and flow: inconsistent operational practices and program entry rules across providers, no real‑time public inventory of available beds, a lack of centralized referral or shelter hub, and limited shelter‑to‑housing pathways. She said many shelters operate with varying maximum stays (often around 90 days) and that adding beds without improving throughput would leave any new capacity strained.
Key recommendations presented: - System improvements to create capacity within existing low‑barrier shelters by focusing on transitions from shelter to permanent housing; centralize bed availability and referral information to remove the "phone‑a‑friend" referral model; and create anchor or hub sites to support outreach, discharge planning and rapid transport into shelter. - Strategic outreach enhancements emphasizing multi‑disciplinary, relationship‑based outreach teams that include staff with lived experience and tie outreach to immediate access to shelter, treatment, or reunification services. - Coordinate regionally with the City of Tucson, the local Continuum of Care (TPCH) and nonprofit partners to define shared objectives, reduce siloing and align investments; partner use of federal, state and local funds to sustain successful pandemic‑era programs where appropriate.
Darland said the county would continue coordinating with TPCH—s public survey and planning, the Pima County Regional Affordable Housing Commission (which is working on funding recommendations and development strategies), and city partners. County Administrator Lehi Lesher told the board the grants finance team has been moved into central finance to strengthen oversight and that staff would return with more detailed plans.
Board members praised the regional approach and urged rapid steps to restore a centralized shelter inventory and to explore safe‑parking and sanctioned camping options as part of a larger strategy. Supervisor Cano suggested piloting technology to create a live inventory and incentives for nonprofit providers to participate.
Why it matters: The county said it still needs about 1,300 shelter beds to meet demand, but Darland emphasized that adding beds without system changes will not solve capacity problems. The board asked staff to produce a work plan that identifies county actions, partnership needs, timelines and funding options.
What—s next: County staff will convene regional partners, refine a work plan and return to the Board with recommendations and implementation timelines; TPCH will present broader strategic planning materials in mid‑August.
