Arizona State and Local Government Documents Collection
The State and Local Arizona Documents (SALAD) collection contains documents published by the State of Arizona, its Counties, incorporated Cities or Towns, or affiliated Councils of Government; documents produced under the auspices of a state or local agency, board, commission or department, including reports made to these units; and Salt River Project, a licensed municipality. ASU is a primary collector of state publications and makes a concerted effort to acquire and catalog most materials published by state and local governmental agencies.
The ASU Digital Repository provides access to digital SALAD publications, however the ASU Libraries’ non-digitized Arizona documents can be searched through the ASU Libraries Catalog. For additional assistance, Ask A Government Documents Librarian.
Publications issued by the Morrison Institute for Public Programs at Arizona State University are also available in PRISM, in the Morrison Institute for Public Policy - Publications Archive collection.
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- All Subjects: Sustainable urban development -- Arizona -- Phoenix
- All Subjects: School districts--Finance
This appendix contains descriptive data on housing conditions in Solano through a series of tables, charts, and maps.
The transition strategy presented in this report describes a set of coordinated interventions necessary to create sustainable housing in the Solano District. The current state of housing in the District is not sustainable for housing options and affordability. There is a clear need for effective interventions to achieve a sustainable state of housing in the future.
The transition strategy in this report is a set of coordinated interventions necessary to create sustainable green systems in the Solano District. Sustainable green systems strive for fully functional stormwater, biodiversity, and resource management practices, as well as sustainable levels of thermal comfort, energy efficiency, and access to green space. The assessment of green systems indicates concern for high temperatures, low vegetation, and insufficient stormwater management. This strategy is based on achieving four specific goals of sustainable green systems, derived from sustainability and livability principles (HUD, 2009). Goal 1. Reduce stormwater loads and harvest water onsite; Goal 2. Reduce potable water consumption; Goal 3. Reduce daytime temperatures; Goal 4. Increase green systems benefits to health, mobility, and the economy.
The transition strategy in this report is a set of coordinated interventions necessary to create sustainable green systems in the Midtown District. Sustainable green systems strive for fully functional stormwater, biodiversity, and resource management practices, as well as sustainable levels of thermal comfort, energy efficiency, and access to green space. The assessment of green systems indicates concern for high temperatures, low vegetation, and insufficient stormwater management. This strategy is based on achieving four specific goals of sustainable green systems, derived from sustainability and livability principles (HUD, 2009). Goal 1. Reduce stormwater loads and harvest water onsite; Goal 2. Reduce potable water consumption; Goal 3. Reduce daytime temperatures; Goal 4. Increase green systems benefits to health, mobility, and the economy.
This appendix contains descriptive data on housing conditions in Midtown through a series of tables, charts, and maps
The transition strategy presented in this report describes a set of coordinated interventions necessary to create sustainable housing in the Midtown District. The current state of housing in the District is not sustainable for housing options and affordability. There is a clear need for effective interventions to achieve a sustainable state of housing in the future.
In fiscal year 2012, Osborn Elementary School District’s student achievement was slightly higher than peer districts’, and the District’s efficiency in noninstructional areas was mixed, with some costs higher and some costs lower than peer districts’. The District’s administrative cost per pupil was slightly lower than the peer districts’ average, and its food service program operated efficiently with a lower cost per meal, on average. However, the District’s transportation program operated less efficiently, and although the District made some improvements to the program in fiscal year 2013, better oversight is still needed. Further, the District’s plant operations costs were much higher than peer districts’, primarily because the District maintained a large amount of excess building space, even after closing a school at the end of fiscal year 2011. Lastly, the District needs to strengthen some of its computer controls.