The Drug Treatment Alternative to Prison (DTAP) Program enables drug addicted criminal defendants to plead guilty to an offense and then enter a residential, therapeutic community treatment system for three years as an alternative to a prison sentence. The Program begins with three months of in-patient, residential drug treatment followed by wraparound recovery support services managed by a resources specialist, including transitional housing, literacy services, higher education, job training and placement services, and counseling, accompanied by drug testing, probation monitoring, and regular court hearings.

MGT of America, Inc. was retained to conduct a study for the Arizona Department of Transportation to determine whether there was a compelling interest to justify a disadvantaged business enterprise program for ADOT. MGT found that minority, women and disadvantaged business enterprises were substantially underutilized as prime contractors in construction and construction-related professional services. African American, Hispanic American, and Asian-owned firms were under-utilized as construction subcontractors. The study provides factual predicate evidence for the selective use of project goals for African American, Hispanic American, and Asian American construction subcontractors.

There are two distinct components to the economic development activities described in ADOH’s LIHTC program details. The first component is activity that strengthens the economy. This is the quantifiable activity that is the subject of this report. The second component is community building activity which can be both quantitative and qualitative. This is an area that should be considered in the debate but which is not addressed within this report.

Afterschool youth-development programs (AYDs) have grown significantly during the past 15 years in Arizona and nationally. Many providers have moved beyond simply providing a safe haven to actively promoting young people’s development. However, there is still tremendous opportunity for growth. There is also a continuing need to enhance coordination and collaboration among programs in order to extend their resources and heighten their impact.

Morrison Institute worked with AzCASE and VSUW to construct a 55-question survey using Qualtrics on-line software. While the term “afterschool” was used, the survey was designed to measure all types of out-of-school programs, regardless of whether they operate before or after school, on weekends, or during school and summer breaks. Approximately 1,800 questionnaires were distributed to individual program sites in Maricopa and Pima counties via a list provided by AzCASE. Though the survey did not utilize a random sample, its 38 percent response rate (681 returns) suggests that its findings can help educators, youth-development professionals, policymakers and the business community understand the scope, characteristics and needs of afterschool services in Arizona’s two largest population centers.

This study summarizes and analyzes the findings of a statewide survey conducted last year of samples of homeless individuals in the Phoenix and Tucson areas and across the state. The aim of this report is to join with other, ongoing efforts to develop effective policies concerning such issues as job training, treatment for the mentally ill and Arizona’s critical need for affordable housing. Hopefully, it will help politicians and policymakers talk more openly and productively about a pervasive social problem that is both glaringly obvious and largely invisible.

A series of 51 individual “stakeholder” interviews and two focus groups conducted with members of the Pima County business community in fall, 2001, documented significantly divided opinion about the likely economic impacts of the county’s Sonoran Desert Conservation Plan (SDCP). The results of the stakeholder inquiries were striking. Only one major finding reflected consensus, while several others revealed sharp differences of opinion in the business community about the potential economic impacts of the SDCP and associated initiatives.

In February of 1998, the Pima County Board of Supervisors launched what has evolved into the Sonoran Desert Conservation Plan (SDCP) -- a comprehensive effort to protect the Sonoran Desert, guide growth and rationalize land development in the metropolitan Tucson region. Proponents of this planning process maintained that the project would reconcile conflicts between human activities and conservation, providing benefits for both wildlife and economic development. Critics, however, have increasingly alleged that implementing such an initiative will adversely affect land and housing markets, increase taxes and create problems of housing affordability. Over time a pressing need has consequently grown for objective information about the possible fiscal and economic impacts of the conservation programs being assembled by Pima County. This report addresses that need. It is a tool in the form of an impartial framework for assessment that government officials, environmentalists, business people and the general public can use for debate and decision-making.