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.

The Arizona Water Banking Authority was created in 1996 to store the unused portion of Arizona’s annual allocation of the Colorado River. By storing this unused water the AWBA secures a dependable water supply necessary to ensure the state’s long-term prosperity. The plan is intended to govern the operations of the AWBA over the course of the entire calendar year.

The Arizona Water Banking Authority was created in 1996 to store the unused portion of Arizona’s annual allocation of Colorado River water. Until the AWBA was created, Arizona had not fully utilized its 2.8 million acre-foot allocation of Colorado River water and the state’s leaders recognized that leaving a portion of Arizona’s allocation in the river was a lost opportunity. The AWBA was created to provide assurances that water users within the state had secure, long-term water supplies.

The primary purpose of the Inventory is to identify storage capacity available to the Arizona Water Banking Authority to meet its water storage goals. Inclusion of a facility in the Inventory does not equate to a commitment by the AWBA to utilize any specific facility in the future. The AWBA will continue to determine annually which facilities will be used through the development of the Annual Plan of Operation. Conversely, not including a facility in the Inventory does not preclude the AWBA from utilizing that facility in a future Annual Plan. It does, however, preclude the facility from being utilized for interstate water storage, until such time as it is included in an updated Inventory.

Water banking is one of Arizona's most important water management strategies, and its success depends on effective planning. This joint plan helps advance the objective, articulated in the intergovernmental agreement among CAP, ADWR and AWBA, to develop a coordinated and cooperative planning process that includes distribution and recovery of water stored by the AWBA.

The purpose of the Inventory is to determine whether storage facilities exist in this state to meet the water storage needs of the authority for the following ten years. The Authority approved the initial Inventory in 1997. Because additional storage facilities are continually being constructed, the Authority updates the Inventory at least once every five years. The Authority has been annually updating all new facilities that could be utilized by the Authority in its Annual Report. It is important to note that the primary purpose of the Inventory is to identify the capacity that is available for potential storage by the Authority to meet its objectives. The inclusion of a facility in the Inventory does not equate to a commitment by the Authority that the facility will be utilized for water banking purposes in the future. The Authority will continue to determine annually which facilities will be used through the development of an Annual Plan of Operation. Conversely, a facility that is not included in the Inventory may be utilized in a future Annual Plan of Operation.

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.