The Decision Center for a Desert City at Arizona State University was established in 2004 with funding from the National Science Foundation to advance the scientific understanding of environmental decision making under uncertainty. With additional funding awarded by NSF in 2010, "DCDC II" has expanded its already extensive research agenda, engaged the policy-making community, and built stronger ties between scientific knowledge and decision making enterprises. New DCDC research has developed fundamental knowledge about decision making under uncertainty from three interdisciplinary perspectives: climate impacts, urban dynamics, and adaptation decisions. Simulation modeling and boundary organization studies cut across these themes and are a core component of DCDC activities.

DCDC is focused on developing, implementing, and studying an interdisciplinary decision-support process for environmental decision making based on principles derived from social science research. Through an integrated approach to research, education, and community and institutional outreach, DCDC is training a new generation of scientists who can work successfully at the boundaries of science and policy. Broader impacts are realized as research informs innovative solutions to society’s pressing environmental challenges. To accomplish these goals, DCDC has built a dynamic bridge between ASU and local, regional, and national policy communities to foster local to-global solutions for water sustainability and urban climate adaptation.

Fort Lowell was a supply base for the United States Army “Apache Campaigns” between 1873 and 1891. Following abandonment of the fort in 1891, settlers moved in and used some fort buildings as residences, or stripped the buildings of useful materials. By the 1930s, much of the fort had fallen into disrepair or had been sold off. Eventually, the City of Tucson acquired a large portion of the old fort which became what is today’s “Fort Lowell Park.” A 5.2 acre (“Adkins”) parcel of the former fort containing several original adobe buildings was still in private ownership, and the 2004 County bond election passed a proposal to acquire the land and preserve the historic resources.

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.

This report summarizes some of the findings from the Arizona Youth Survey administered to 8th, 10th and 12th grade students. The results for each city are presented along with comparisons to the results for the state. The survey was designed to assess school safety, adolescent substance use, anti-social behavior and the risk and protective factors that predict these adolescent problem behaviors.

The Arizona Department of Transportation, the Arizona Game & Fish Department and the Arizona State Parks Board are required to conduct a study every three years on watercraft fuel consumption and recreational watercraft usage. The fuel consumption data is collected to determine the allocation of motor vehicle fuel tax to the State Lake Improvement Fund. The information on recreational watercraft usage patterns on Arizona’s lakes and rivers is necessary, in part, to determine the distribution of SLIF funds to applicants.

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.