Arizona State and Local Government Documents Collection

This inventory includes emissions of coarse particulate matter <10 µm in diameter (PM10), fine particulate matter < 2.5 µm (PM2.5), nitrogen oxides, sulfur oxides, and ammonia. Emissions are calculated for both Maricopa County and the PM10 nonattaiment area. Annual totals as well as typical daily emissions are provided for all source categories.

We are pleased to present a first draft of a Five-Year Strategic Transit Plan for input and review. Your comments and suggestions on the Plan will ensure that transit meets the travel and mobility needs of the Tucson area. Once you have provided your input we will make revisions and issue a final Five-Year Transit Strategic Plan. The Transit Task Force sees this plan as a working document which provides a framework for monitoring the progress of transit in our community. The Plan does not directly answer all your questions or address all of your concerns, but it does outline additional tasks needing to be completed to do so. Thus the Transit Task Force requests that it be given permanent status to ensure continuity in the transit planning and review process, and enabling it to further develop policies identified in the Plan as needing more work.

The purpose of this report is to present the conceptual study results and recommendations for potable water and reclaimed water infrastructure requirements in the HAMP planning area. A second report has already been prepared with study results and recommendations for wastewater facilities. The projected land use assumptions and population projections used in this potable and reclaimed water conceptual plan are consistent with Pima County's Plan.

The initial step in the Master Plan Update for Tucson International Airport is the identification of a series of goals and objectives that will establish guidelines for the planning process. These goals and objectives reflect the input of the Tucson Airport Authority, the Long Range Planning Council, the Airport’s Planning Advisory Committee, and the Airport’s Consultants. The Goals and Objectives will ultimately form the framework for evaluating the recommended long-range development plan and ensuring that the on-going development of the airport is consistent with the airport’s overall strategic objectives.

This is the sixth update of the original Master Plan first drafted in 1974. While the Master Plan Update addresses traditional master planning elements, including updating the inventory, establishing future facility requirements and preparing an updated Airport Layout Plan, the study’s key focus areas relate to modernization of the airfield through strategic development, including relocation and expansion of the TIA’s parallel runway.

The purpose of the present study was to conduct an evaluation of the Kino Weed and Seed Coalition, using both qualitative and quantitative data to conduct process and impact evaluations. The process evaluation relied on official documents detailing site activities and focus group interviews with key stakeholders. The impact evaluation relied on call for service data from the Tucson Police Department from 1999 through 2005, divided into two categories represented by a three-year “pre-test” and four-year “post-test”. The results of the process evaluation indicated that the Kino Weed and Seed Coalition was actively engaged in activities pursuant of their original site goals, and adapting them as the site developed. The impact evaluation indicated that the rates of calls for service in the Kino Weed and Seed area declined significantly during the four years of official programmatic activities when compared to the three years prior for calls related to violent, property, drugs, and total crimes. Quality of life, or disorder, issues did have a slight increase during the implementation years compared to the pre-test years, but the change was not significant.

The general goal of this report was to collect data on citizens’ needs for information about neighborhood crime patterns and trends, terrorism, and public emergency planning and response in the western region of the Phoenix metropolitan area. There was particular interest in obtaining citizen feedback on data-sharing questions related to terrorism prevention.

As part of the Bureau of Justice Assistance’s Smart Policing Initiative, the Glendale Police Department and the Center for Violence Prevention and Community Safety at Arizona State University found that convenience stores -- particularly Circle K's -- disproportionately contributed to crime and disorder in the city of Glendale. The Center reached out to other law enforcement agencies in the Phoenix metropolitan area, and in June 2011, they authored a report based on 2010 data from four cities: Glendale, Mesa, Phoenix, and Tempe. The 2010 report revealed that, when compared to other convenience stores Circle K’s, were disproportionately responsible for crime and disorder, regardless of their neighborhood or city.