This study will prepare an updated Tribal Long Range Transportation Plan and a strategic plan for improvements over five-, 10-, and 20-year periods, incorporating both roadway and multimodal needs. Some key focus areas of the Plan are road maintenance and safety programs, as well as improvement plans for bicycle, pedestrian, and transit systems. It also Identifies updates to the Tribal Transportation Inventory and functional classification systems will assist in expanding the level and types of funding available for transportation projects.

An update to the Flagstaff Regional Plan 2030 (FRP30), to bring its Road Network Illustration (Map 25) into compliance with Arizona Revised Statute requirements and to resolve inconsistencies between Map 25 and parts of the Flagstaff City Code. This update does not alter the intent of FRP30; it is only concerned with correcting errors, removing legal vulnerability, and improving the readability of FRP30.

This study is funded by the Arizona Department of Transportation Multimodal Planning Division Planning Assistance for Rural Areas (PARA) program. The purpose of this study was to evaluate pedestrian safety concerns and evaluate pedestrian infrastructure needs on the Gila River Indian Community and recommend a program of multimodal enhancements to address the identified needs.

Landscaping planted after January 1, 1987 within publicly owned rights-of-way and irrigated with groundwater may be planted only with plants listed on the ADWR Low Water Use/ Drought Tolerant Plant List for the Tucson AMA. The director may waive this requirement under special circumstances. This list can also be used as a resource for residents and businesses that are interested in conserving water. The list provides a wide array of plants to accomplish a variety of low wateruse landscape designs.

The Five-Year Consolidated Plan provides the framework for implementation of both City and County missions and is designed to guide HUD-funded housing, homeless and community development policies and programs over the five-year period beginning July 1, 2010 and ending June 30, 2014. The plan provides a comprehensive overview of federal, state and local programs in those program areas. It describes needs, resources, goals, strategies, and objectives.

For a century, Arizona has pursued prosperity through outward expansion of its urban areas. In metropolitan Phoenix and elsewhere, “growth” has meant developing raw land with new houses, new shopping centers, and new industrial parks--and the metropolitan “frontier” has moved farther outward from downtown every year. This has not been uniformly true, of course. Some cities--Phoenix, Tempe, and Scottsdale especially--have been grappling with the question of revitalizing older urban neighborhoods for many years. But the “outside game” has been the predominant development pattern in the Valley of Sun for many decades. And the Phoenix region has played this game better than one might think, creating many high-quality master-planned communities, protecting lots of open space, using impact fees to build good infrastructure. In other words, Phoenix has used the “outside game” to create a region so attractive it continues to be one of the fastest-growing metropolises in America. But in order for cities to play a good inside game, Arizona must get serious about urban revitalization. And that will require big changes.

In the early 1990s, the criminal justice debate in America was dominated by phrases like “three strikes and you’re out,” “juveniles who commit adult crime should serve adult time,” and “lock ’em up and throw away the key.” In the latter half of the 1990s, however, the dialogue has shifted. Recognizing the enormous social and capital costs associated with locking people up and “throwing away the key,” many – including some of the strongest get-tough-on-crime advocates just a few years ago – have turned to a different concept: prevention.

Many of the influential voices in Greater Phoenix have come to believe in the power of prevention. In late 1996, a diverse coalition of local leadership from the business community, law enforcement, city and county government, academia, and the court system came together to create the Phoenix Violence Prevention Initiative.

It is an oversimplification to describe the new economy as a technology revolution, something that is mostly driven by and affects business. Clearly, new technologies and business practices are central to the concept of a new economy. However, that’s the easy part to understand. The bigger challenge is to grasp—and then develop strategies to take advantage of—how public policies in the new economy can most positively affect people and places. This report is meant to help Arizonans do just that.