The list was compiled by the Department of Water Resources in cooperation with the Landscape Technical committee of the Arizona Municipal Water Users Association, comprised of experts from the Desert Botanical Garden, the Arizona Department of Transportation and various municipal, nursery and landscape specialists. Individuals wishing to add or delete plants from the list may submit information to the Director of the Arizona Department of Water Resources for consideration.

In fiscal year 2012, Fowler Elementary School District’s student achievement was slightly higher than the peer districts’ averages, and the District operated efficiently. The District’s administrative cost per pupil was similar to the peer districts’ average, and it employed proper accounting and computer controls. The District’s plant operations costs per pupil and per square foot were lower than the peer districts’ averages primarily because of lower energy costs. Additionally, the District’s food service cost per meal was lower than the peer districts’ average, and the program was self-sufficient, in part, because the District paid the vendor that ran its program lower administrative and management fees than peer districts, on average. Further, the District’s transportation program was efficient, with lower costs per mile and per rider and efficient bus routes. However, the District did not accurately report its number of riders transported, which resulted in substantial overfunding for fiscal years 2011 through 2014.

In fiscal year 2012, Isaac Elementary School District’s student achievement was similar to peer district averages, and the District’s operational efficiencies were mixed, with much higher administrative and plant operations costs than peer districts’ averages but lower food service costs. Between fiscal years 2007 and 2012, the District decreased its classroom spending while it increased nonclassroom spending, primarily for administration and plant operations. At the end of fiscal year 2011, the District closed two schools to reduce costs, but its administrative and plant operations costs remained high, partly because of higher staffing levels. The District’s transportation program operated efficient bus routes but had much higher costs per mile and per rider than peer districts’, partly because it operated a smaller program but also because it offered more generous benefits. Finally, the District lacked adequate controls over user access to its computer network and systems.

Phoenix Sky Harbor International Airport completed a comprehensive analysis of the cargo service opportunities of Phoenix metropolitan airports, specifically Phoenix Sky Harbor International, Phoenix Deer Valley, Phoenix Goodyear, and Phoenix Mesa Gateway Airports. The Study researched regional air cargo opportunities, forecasted regional air cargo demand, determined necessary facilities and infrastructure at Phoenix region airports, identified market opportunities and outlined approaches for further development.

This report presents the results of a study of vehicle occupancy conducted in Phoenix, Arizona to determine what factors have the greatest influence on having persons travel together to make trips in private vehicles. Although the data were collected in the Phoenix metropolitan area for the purpose of refining the MAGTPO mode split model for vehicle trips, the conclusions reached in this study of vehicle occupancy are also intended to be checked against data from other metropolitan areas.

In fiscal year 2012, Osborn Elementary 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 costs lower than peer districts’. The District’s administrative cost per pupil was slightly lower than the peer districts’ average, and its food service program operated efficiently with a lower cost per meal, on average. However, the District’s transportation program operated less efficiently, and although the District made some improvements to the program in fiscal year 2013, better oversight is still needed. Further, the District’s plant operations costs were much higher than peer districts’, primarily because the District maintained a large amount of excess building space, even after closing a school at the end of fiscal year 2011. Lastly, the District needs to strengthen some of its computer controls.

The educational attainment in 2000 of the entire 25-or-older population in Arizona was similar to the national average and ranked in the middle of the states. Arizona compared less favorably to two sets of comparison states: “competitor” states defined by the Greater Phoenix Chamber of Commerce and “new economy” states identified by the Milken Institute. In 1990, however, Arizona’s educational attainment had exceeded the national average. Arizona ranked among the bottom 10 states in the 1990 to 2000 gain in educational attainment. Among both the entire population and those active in the labor force in 2000, the
educational attainment of Arizona residents 55 or older exceeded that of their peers nationally.

The educational attainment of Arizona’s workforce is less than the national average and has deteriorated over time relative to the U.S. average. Job quality and average earnings in Arizona also are below the national average. These three factors — job quality, earnings, and educational attainment — are interrelated. On average, the higher the educational attainment of a worker, the higher are his or her earnings. The largest increase by far occurs with the completion of a university degree. In Arizona, the average earnings of those with a college degree are approximately $28,140 (73 percent) higher than those with only some college. Thus, working individuals financially benefit from enhancing their educational attainment.