Arizona State and Local Government Documents Collection

In 2001, ADWR undertook a review of the Upper San Pedro Basin to determine if it met the statutory requirements for designation as an AMA. This report reviews the water supply and demand of the USP Basin in the context of the statutory criteria and includes a discussion of whether any of the criteria have been met. Previously, ADWR conducted a study of the USP Basin and issued a report in 1988 in which ADWR determined that the Basin did not meet the statutory criteria for AMA designation. ADWR indicated in the report that it would reassess conditions in the Basin in ten to fifteen years. The study described in this report is an evaluation of whether the conditions of the USP Basin satisfy the statutory criteria. This report contains a description of the current and projected water resources and water demand in the Basin, incorporating new information since the previous review. The report examines historic water use trends, evaluates the groundwater resources of the Basin, and projects impacts of future water use on Basin groundwater supplies. The report includes an evaluation of the incidence of subsidence or fissuring, and of the potential for groundwater quality degradation due to groundwater use. The report further describes and evaluates the impact that AMA practices would have on water use, and includes a summary of findings, the director’s determination of whether the Basin should be designated and recommendations.

Arizona public school districts' dollars spent in the classroom. In November 2000, voters approved Proposition 301, which increased the State’s sales tax from 5 percent to 5.6 percent to provide additional money for educational programs. The enabling legislation for Proposition 301 requires the Auditor General to “. . . monitor school districts to determine the percentage of every dollar spent in the classroom by a school district.” This report presents our analysis of the percentage of dollars spent in the classroom for the most recently completed school year.

The purpose of this project is to provide regional managers and the public with updated comprehensive maps and accompanying datasets for GRD members within the TAMA in the context of its impact patterns on AWS. These datasets are available in raw format from PAG and also will be provided on the Pima County Map Guide Web site for interactive viewing. In the past, CAP also has used this report to address boundary reconciliation issues.

As a result of high growth rates, physically and legally limited water supplies, drought, economic constraints, and relatively little comprehensive water resource planning and management, water supplies are stressed in some parts of Arizona. The Arizona Department of Water Resources has collected and synthesized currently available water-related information for the State of Arizona into a “water atlas,” organized by planning area.

The Arizona Water Banking Authority was created in 1996 to store the unused portion of Arizona’s annual allocation of the Colorado River. By storing this unused water the AWBA secures a dependable water supply necessary to ensure the state’s long-term prosperity. The plan is intended to govern the operations of the AWBA over the course of the entire calendar year.

This study from the citizens of the Arivaca community proposes to establish an Arivaca Resource Management Zone, where a atwo level management plan integrates the otherwise fragmented land use and water policies of the various regulatory agencies. The Arivaca watershed contains one of the last remaining cienegas and perennial streams in southern Arizona. These unusual water features exist because the area is still in a state of balance, where annual water consumption is less than the natural recharge replenishing the aquifer during years of average precipitation.

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.