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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Created2014-03
Description

In fiscal year 2012, Payson Unified School District’s student achievement was slightly higher than peer district averages, and the District’s operations were reasonably efficient in most areas. The District’s administrative costs were similar to the peer district average, but the District lacked adequate controls over user access to its computer

In fiscal year 2012, Payson Unified School District’s student achievement was slightly higher than peer district averages, and the District’s operations were reasonably efficient in most areas. The District’s administrative costs were similar to the peer district average, but the District lacked adequate controls over user access to its computer network and systems. The District’s plant operations cost per square foot was similar to the peer districts’ average, but its cost per pupil was higher because it operated more building space per pupil. The District’s transportation program costs were higher than peer district averages, but the program was reasonably efficient, with efficient bus routes and proper fuel usage monitoring. However, the District’s food service program was less than efficient, with a higher cost per meal than the peer districts’ average because of higher staffing costs and some food service vendor contract terms that were not favorable to the District. As a result, the District spent $24,590 of its Maintenance and Operation Fund monies to subsidize its food service program.

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Created2009-11
Description

This report summarizes the results of an economic impact analysis of the Rosemont Copper Project, an open-pit mining operation to be developed on a 15,000 acre site in Pima County about 30 miles southeast of Tucson. The analysis employed the REMI PI+ regional economic forecasting model to estimate the economic

This report summarizes the results of an economic impact analysis of the Rosemont Copper Project, an open-pit mining operation to be developed on a 15,000 acre site in Pima County about 30 miles southeast of Tucson. The analysis employed the REMI PI+ regional economic forecasting model to estimate the economic impacts of the Project for the Cochise/Pima County/Santa Cruz Counties study area, for the State of Arizona, and for the United States.

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Created2013-10
Description

In fiscal year 2011, Paradise Valley Unified School District’s student achievement was similar to peer districts’ and it operated efficiently overall. The District’s per pupil administrative costs were lower than peer districts’, and its food service and transportation programs operated efficiently. The District’s plant operations cost per square foot was

In fiscal year 2011, Paradise Valley Unified School District’s student achievement was similar to peer districts’ and it operated efficiently overall. The District’s per pupil administrative costs were lower than peer districts’, and its food service and transportation programs operated efficiently. The District’s plant operations cost per square foot was lower than peer districts’. However, the District did not gain the full benefit of potential savings from this lower cost per square foot because it maintained a large amount of excess building space. The District should continue to review options to address its excess building capacity. Additionally, the District’s solar power system contracts are unlikely to meet expectations for cost savings, and although the District has taken action to recover estimated financial losses, it should continue to monitor its solar power production and electricity usage. The District also needs to strengthen controls over its computer systems.

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ContributorsArizona Criminal Justice Commission (Contributor)
Created2014
Description

Much of Arizona’s criminal justice system is organized and functions at the municipal and county level. Aggregating the data to describe system activity for the state as a whole can mask important differences in crime and criminal justice system activity at the local level. In this report, data available on

Much of Arizona’s criminal justice system is organized and functions at the municipal and county level. Aggregating the data to describe system activity for the state as a whole can mask important differences in crime and criminal justice system activity at the local level. In this report, data available on law enforcement, court, probation, and corrections activity impacting each county are compiled to give county-based criminal justice policymakers and practitioners an overview of crime and criminal justice system activity in their county.

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Created2014-12
Description

In fiscal year 2012, Winslow Unified School District’s student achievement was similar to peer districts’ averages, but its cost-efficiency in noninstructional areas was mixed. The District’s per pupil administrative costs were much higher than peer districts’, on average, primarily because it employed more administrative positions. The District’s plant costs were

In fiscal year 2012, Winslow Unified School District’s student achievement was similar to peer districts’ averages, but its cost-efficiency in noninstructional areas was mixed. The District’s per pupil administrative costs were much higher than peer districts’, on average, primarily because it employed more administrative positions. The District’s plant costs were higher primarily because it maintained a large amount of excess school building space, which was likely not needed because most of the District’s schools operated far below their designed capacities. The District’s food service program operated with slightly higher costs that may have been a result of it not sufficiently overseeing the vendor operating the program. The District’s transportation program operated in a reasonably efficient manner, despite having higher costs per pupil, but the District needs to strengthen controls over fuel purchases.

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Created2015-09
Description

In fiscal year 2013, Safford USD's student achievement was similar to peer districts', and the District operated efficiently overall with most costs lower than, or similar to, the peer districts' averages. The District's administrative cost per pupil was similar to the peer districts' average, and its plant operations and food

In fiscal year 2013, Safford USD's student achievement was similar to peer districts', and the District operated efficiently overall with most costs lower than, or similar to, the peer districts' averages. The District's administrative cost per pupil was similar to the peer districts' average, and its plant operations and food service program operated efficiently. Further, despite a higher cost per rider, the District's transportation program was reasonably efficient. However, the District should strengthen controls over its computer network and systems.

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Created2015-09
Description

In fiscal year 2012, Santa Cruz Valley USD's student achievement was similar to peer districts', and its operations were reasonably efficient overall despite having some higher costs than peer districts', on average. However, the District needs to improve its computer controls, pay its credit cards in full to avoid interest

In fiscal year 2012, Santa Cruz Valley USD's student achievement was similar to peer districts', and its operations were reasonably efficient overall despite having some higher costs than peer districts', on average. However, the District needs to improve its computer controls, pay its credit cards in full to avoid interest charges, and accurately report its costs.

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Created2015-08
Description

In fiscal year 2012, Tolleson ESD's student achievement was similar to peer districts', and its operational efficiencies were mixed, with some costs higher and some costs lower than peer districts', on average. Specifically, the District's plant operations and food service program operated efficiently, but its administration and transportation program operated

In fiscal year 2012, Tolleson ESD's student achievement was similar to peer districts', and its operational efficiencies were mixed, with some costs higher and some costs lower than peer districts', on average. Specifically, the District's plant operations and food service program operated efficiently, but its administration and transportation program operated less efficiently with higher costs than peer districts' averages.

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Created2015-06
Description

In fiscal year 2012, Wenden ESD's student test scores on Arizona's Instrument to Measure Standards (AIMS) were mixed compared to peer district averages, with similar scores in reading but lower scores in math, writing, and science. Although the District's costs in noninstructional areas were mixed, with some costs higher and

In fiscal year 2012, Wenden ESD's student test scores on Arizona's Instrument to Measure Standards (AIMS) were mixed compared to peer district averages, with similar scores in reading but lower scores in math, writing, and science. Although the District's costs in noninstructional areas were mixed, with some costs higher and some costs lower than peer districts' averages, the District was reasonably efficient overall. However, auditors identified several opportunities for improved procedures and controls.

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Created2015-05
Description

In fiscal year 2012, Kayenta Unified 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 lower than peer districts’, on average. The District’s per pupil administrative costs were similar to peer districts’, on average,

In fiscal year 2012, Kayenta Unified 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 lower than peer districts’, on average. The District’s per pupil administrative costs were similar to peer districts’, on average, but the District needs to strengthen controls over its computer network and systems. The District’s plant operations costs were much higher partly because it provided employee housing and had some unique facilities that other districts typically do not have. However, the District also had excess space at its schools. To its credit, the District has taken steps to reduce some of this excess space, but more needs to be done. The District’s food service program operated efficiently with a much lower cost per meal than peer districts averaged, and although the District’s transportation costs were higher, the long bus route times limit the ability to reduce these costs. Finally, the District did not ensure that bus preventative maintenance was systematically performed.