Arizona State and Local Government Documents Collection

This version of the Major Streets and Routes Plan revises the original plan and the 2004 revisions. Looking ahead to pending updates to the classification systems of towns and cities in Maricopa County, the original MSRP stipulated a periodic review and modification of the street functional classification portion of the plan. This revision incorporates the following changes: (1) as anticipated, many of the communities in the County have updated either their general or transportation plans in the time since the adoption of the first MSRP; (2) a new roadway classification, the Arizona Parkway, has been added to the Maricopa County street classification system and the expressway classification has been removed; and (3) a series of regional framework studies have been conducted by the Maricopa Association of Governments to establish comprehensive roadway networks in parts of the West Valley.

In fiscal year 2011, Chino Valley Unified School District’s student achievement was similar to peer district and state averages, and its operational efficiencies were mixed with some costs higher and some costs lower than peer districts’ averages. The District’s per-pupil administrative costs were slightly higher than peer districts’ because the District employed more administrative positions per pupil. The District’s plant operations, food service, and transportation programs operated reasonably efficiently, with cost measures such as cost per square foot, cost per meal, and cost per mile that were similar to or lower than peer districts’ averages. However, the District needs to improve controls over access to critical information systems and strengthen controls over its fuel purchase cards.

In fiscal year 2011, Elfrida Elementary School District’s student AIMS scores for reading and writing were similar to the peer districts’ averages, and its math scores were lower. The District’s operational efficiencies compared favorably to peer district averages in most areas. All of the District’s nonclassroom areas operated with lower per pupil costs than peer districts’ averages and were reasonably efficient overall considering the District’s small size. However, the District’s transportation cost per mile was 59 percent higher than the peer districts’ average, partly because of slightly higher staffing levels. Providing transportation services cooperatively with neighboring districts could help bring costs closer to the peer district average. Further, the District needs to strengthen its accounting and computer controls.

In fiscal year 2011, Pearce Elementary School District’s student AIMS scores were similar to peer districts’ averages. Although per pupil costs were high in some operational areas, the District was reasonably efficient overall. Pearce ESD’s per pupil administration costs were similar to the peer districts’ average, and although its plant operations, food service, and transportation program operated with higher per pupil costs than peer districts, these areas operated in a reasonably efficient manner considering factors such as the age of the District’s buildings, number of meals served, and transportation miles driven. Although relatively efficient, the District should strengthen some of its accounting controls, including ensuring proper separation of duties for its payroll and purchasing processes and ensuring purchases are properly approved before they are made. The District should also strengthen some of its computer controls, such as the requirements for network passwords.

In fiscal year 2011, McNeal Elementary School District’s student AIMS scores were lower than or similar to peer districts’ averages. Although per pupil costs were high in some operational areas, the District was relatively efficient overall. McNeal ESD’s per pupil administrative costs were higher than the peer districts’ average, but only because the District served fewer students. The District’s food service program also had higher per pupil costs, but its cost per meal was similar to the peer districts’ average. However, the District subsidized its food service program with $23,000 that otherwise potentially could have been spent in the classroom. In addition, McNeal ESD’s plant operations and transportation program were both reasonably efficient, with lower costs per square foot and per mile, respectively. McNeal ESD paid a neighboring district to transport high school students living within McNeal ESD’s boundaries. As allowed by law, both districts received full funding for the route miles. Lastly, the District needs to strengthen some of its purchasing and computer controls.

In fiscal year 2011, Kingman Unified School District’s student achievement was similar to peer district averages, and it operated efficiently with lower costs than peer districts’, on average. The District operated its administration with lower per pupil costs because it employed fewer administrative staff per pupil than peer districts, on average. In addition, the District’s plant operations cost per square foot and food service cost per meal were lower than peer districts’ averages. The District’s transportation program cost per pupil was higher than the peer districts’ average, but the program was efficient, with lower per mile costs. However, the District should improve some of its administrative practices. In particular, the District should strengthen controls over its cash handling, culinary arts program, and computer network and systems.

Bellemont is a rural, unincorporated community with a population of approximately 1,000 residents in Coconino County that has become a suburb of Flagstaff, where residents commute to work. Three roads ó Interstate 40 (I-40), Brannigan Park Road and Shadow Mountain Drive ó are used to access virtually all the private land north of I-40 at Bellemont. Frequent congestion from heavy truck volumes and subdivision traffic causes traffic delays and creates concern for safety and timely emergency response. The 2008 closure of the ADOT Parks Rest Area on I-40, just west of Bellemont, has also increased vehicular traffic accessing the truck stop and restaurants. Future build-out of the subdivision and potential commercial/industrial uses in the area are expected to continue to negatively affect the Brannigan Park Road and Shadow Mountain Drive intersection and the I-40 traffic interchange. ADOT recently prepared the I-40 Bellemont to Winona Initial Design Concept Report, which recommended long-term improvements for the intersection and traffic interchange.

Ultimately, this access management and multimodal transportation study will provide a comprehensive review of the Bellemont area transportation system and provide guidance for determining priority needs for future improvements north of I-40, including alleviating congestion and improving/managing access, and improving and evaluating multimodal access to businesses from residential areas.