The purpose of this document is to provide guidance and detail on implementation of the Flood Control District of Maricopa County Floodplain Regulations and the Maricopa County Drainage Regulations. It presents the County/District philosophy on drainage and floodplain management, and planning for drainage facilities. It contains descriptions of federal, state and county regulations pertaining to such facilities, including links to the various District and County regulations that can be found on the Internet. Most importantly, the policies and minimum standards for implementing the regulations are presented. These policies and standards are based on flood and erosion hazard mitigation strategies that are intended to reduce or eliminate cumulative impacts resulting from development and to enhance public safety.

The 2009 Comprehensive Floodplain Management Plan and Program is intended to be used as a general guide for future decision-making in District activities. The Plan aims to present adequate background information to aid District staff in prioritizing areas for future studies and projects. The Plan identifies historic flooding events, reviews the District's efforts to solve flooding problems, and formulates five-year plans to reduce flooding through flood control project construction, floodplain identification, and planning programs throughout the county.

Approximately 11,000 miles of rivers, streams and washes run through Maricopa County. In order to enhance and maintain the benefits provided by these watercourses, the Flood Control District of Maricopa County engaged in an effort to refine its role in river planning and management. To develop an enhanced river planning and management strategy, District staff adopted a process called C3RPM. The core C3 process addresses complex issues with a blend of comprehensive information collection to solicit diverse opinions; a coordinated and deliberative assessment of that information; and a collaborative decision-making system free of bias to promote a consensus result.

The District's Coordinated, Comprehensive, Collaborative Flood Hazard Mitigation Partnering (C3FHMP) effort addressed Strategic Initiative No.3 of the Flood Control District of Maricopa County 2009 Comprehensive Plan: Increase Collaboration and Partnerships. The District initiated the process to determine how the funding and resources of other entities could be best applied to mitigate flood hazards in Maricopa County, or where mutual benefits would be realized.

Between May and July of 1996, members of the council were asked to participate in a series of interviews. The primary purpose of the interviews was to elicit council members' views of and expectations for Arizona's STW initiative. A second reason was to clarify the mission of the council itself. This paper highlights salient points from the interviews. Quotes are used verbatim.

In preparation for new federal legislation that promotes unprecedented levels of comprehensive planning and service integration at state and local levels, an analysis of state issues relevant to comprehensive service delivery is necessary. This paper examines such state issues, with a focus on Arizona's at-risk population, and presents a framework for comprehensive service delivery. It provides the rationale for such service delivery, summarizes the literature on research-based practices, illustrates district approaches to comprehensive service delivery, and sets forth guidelines for developing a comprehensive plan. System components of an effective plan are discussed in detail--student education, parent/family involvement, social/economic services, health services, and professional development. Five general principles underlie success: philosophy, people, processes, promising practices, and partners. Recommendations for developing comprehensive service delivery programs include the following: (1) build on existing information; (2) consolidate knowledge; and (3) think long-term. Contains 11 figures and over 250 references. Appendices contain information on Arizona practitioners' views and an illustration of a side-by-side program analysis.

The School-to-Work (STW) Opportunities Act of 1994 promotes the development of statewide systems that support workforce and economic development through changes in the ways that students are educated. Jointly funded by the U.S. Departments of Labor and Education, the Act emphasizes school-based and work-based learning and activities designed to connect the two. In order to fulfill the Act’s work-based learning component, employers are recruited to work with students. Recruitment efforts have generated questions from employers concerning their obligations and legal responsibilities should they become involved in STW programs. This paper attempts to clarify these issues.