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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- Creators: Arizona. Department of Economic Security
- Creators: L. William Seidman Research Institute
- Creators: Whittlesey, Stephanie Michelle
Case management is a coordinated process of obtaining essential resources on behalf of clients. Principal components are assessment of needs and strengths, followed by planning, implementing, and monitoring resources to provide appropriate and continuous services. Case management is characterized by advocacy, communication, and resource management. It promotes quality and cost-effective interventions and outcomes
The 2016 College Football Playoff National Championship Game was held on January 11, 2016, in Glendale, Arizona. The W. P. Carey School of Business at Arizona State University was commissioned to conduct an economic impact assessment of the Game and events surrounding it, including the impact of direct and indirect visitor and organizational expenditures. This study utilized multiple research, survey and analytical methodologies. This report will outline the methodologies used and the results obtained in the study and the economic impact.
This study examines the economic impact of the Central Arizona Project (CAP) to the State of Arizona in two aspects: the construction of CAP, 1973‐1993; and the impact of CAP's water supply delivery operations, 1986‐2010. A modified IMPLAN input‐output model for the State of Arizona is used to implement both analyses. The economic impacts for each analysis are assessed in terms of gross state product (GSP) and employment.
This contains two reports. The first is by authors from Statistical Research, Inc. that provides background information on the definition and application of the traditional cultural places designation under the National Historic Preservation Act. The second report is from the National Forest Service and expands on the first with examples of how traditional cultural places can be considered as part of land management planning.
This report provides an introduction to a method used by anthropologist and archaeologists called the "cultural landscape approach." It reviews the cultural landscapes of the historic and prehistoric periods of southern Arizona and explains the theory of this approach.
This report is one of several from Statistical Research Inc. written to develop the Cultural and Historic Resources Element of the Sonoran Desert Conservation Plan. Divided into four parts, the report summarizes available information that reflects the experience of (1) ancient peoples of Southern Arizona; (2) indigenous peoples; (3) non-indigenous peoples of the historical period; and (4) Pima County today.
The first in a series of installments in a regional synthesis of cultural and historical resources that will be produced to develop the Sonoran Desert Conservation Plan.
While the economic environment in Arizona has gradually improved, vulnerable individuals and families rely on the Department for life-saving protective services and essential economic support. The Department has made important improvements in how we deliver benefits, goods and services to vulnerable individuals and families. The Plan outlines several of these on-going improvement efforts including cost-saving process improvements, expanded community collaborations, enhanced transparency and increased accountability.