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- All Subjects: Arizona
- Creators: Toon, Richard J.
- Creators: Arizona. Office of the Governor. Office of Strategic Planning and Budgeting
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 Governor's annual budget for submission to the state Legislature, containing a complete plan of proposed expenditures and estimated revenues, including any proposed legislation that the Governor deems necessary to provide revenues to meet proposed expenditures. Some budgets cover two (or rarely three) fiscal years.
Contains planning information for state agencies in Arizona, including key goals and outcome-oriented performance measures, to provide the foundation to make government more understandable to the public, improve productivity and customer service, and strengthen accountability for results.
The revenue and expenditure of federal funds by state agencies in Arizona are detailed and analyzed in these reports.
This appropriations limit calculation includes a brief history of the appropriations limit, a step-by-step narration of the process used in computing the limit, and the detailed calculation of the appropriations limit. Pursuant to the law, both the Governor’s Office of Strategic Planning and Budgeting and the Joint Legislative Budget Committee staff are required to provide reports. However the ratio of actual appropriations or estimated appropriations to state personal income is likely to differ due to varying methodologies used by the two budget offices with respect to statutory appropriations. Statutory appropriations are grants of authority enacted by the Legislature and approved by the Governor that are continuous in nature and codified in the statutes. No authority is needed (e.g., in the annual appropriations bill) beyond the original enactment for monies to be expended.
Many Arizona street-level police officers and sheriff’s deputies report that they are skeptical of the ability of Arizona’s “pro-arrest” policy to reduce domestic violence, frustrated by a perceived lack of follow-up from prosecutors, and often at odds with victims whose predicaments they may not fully understand.
Domestic violence is a major social problem throughout Arizona, and a major daily challenge for law enforcement officers. Every day in Arizona, domestic violence injures victims, damages property, destroys families, breeds further crime and anti-social behavior, and perpetuates itself in younger generations. Like most states, Arizona has "criminalized" domestic violence (DV) by adopting laws and policies that bolster law enforcement officers’ arrest powers and require them to arrest suspects under certain circumstances.
Do Arizonans trust the police? How do we best describe the police/public relationship in Arizona? These and related questions are the subject of this report, which was commissioned by the Arizona Peace Officer Standards and Training Board (AZPOST). National surveys, as well as an Arizona poll commissioned for this report, indicate that most Americans do trust police.
Raising Arizona was the challenge of the 20th century. Sustaining Arizona is now the challenge of the 21st. A crucial part of that task is not just understanding today’s knowledge economy, but mastering it.
If the state makes this fundamental transition, the brief history of Arizona’s future will read simply: They succeeded in the second stage. Human capital took its rightful place as a chief component of competitiveness. As a result, the story will go, Arizona moved into the top ranks of economic leadership after years in the second tier. Equity and prosperity resulted too. Most important, the state was ready for the next stage of competition. This happy ending for Arizona, of course, has been envisioned repeatedly over time. And in fact, a variety of human capital policies and programs to achieve it are in place. However, many would say that human capital is an area of unfinished business for Arizona. The Arizona Minority Education Policy Analysis Center (AMEPAC) developed "To Learn and Earn" to highlight the issues and asked Morrison Institute for Public Policy at Arizona State University to support the effort with research and analysis. In turn, AMEPAC will present the issues to Arizona stakeholders for their feedback. This process will kick off a multi-partner series of policy action projects. The first results will be presented in November 2009 at the next human capital conference presented by the Arizona Commission for Postsecondary Education.
This report follows The Coming of Age report produced in 2002 by some of the principals involved in this project, and published by St. Luke’s Health Initiatives. That research showed that Arizona had much to do to get ready for the baby boomer age wave. The results of Unlocking Resilience from new survey data, interviews, and secondary research indicates Arizona still has much to do to prepare for aging and must make concrete policy decisions about aging.