Arizona public school districts' dollars spent in the classroom. In November 2000, voters approved Proposition 301, which increased the State’s sales tax from 5 percent to 5.6 percent to provide additional money for educational programs. The enabling legislation for Proposition 301 requires the Auditor General to “. . . monitor school districts to determine the percentage of every dollar spent in the classroom by a school district.” This report presents our analysis of the percentage of dollars spent in the classroom for the most recently completed school year.

The purpose of the Drainage Design Manual for Mohave County is to supplement the Mohave County Land Division Regulations by providing minimum requirements and guidelines for addressing storm water issues associated with new and existing development. A secondary purpose is to provide guidance and detail for implementation of the District's Floodplain Ordinance.

In March 1971, the Arizona Bureau of Mines—predecessor of today’s Arizona Geological Survey—published the first issue of Fieldnotes. For nearly 40 years, Fieldnotes, and its successor, Arizona Geology, showcased all things geologic in Arizona. From the onset, the quarterly magazine printed topical pieces on Arizona’s mineral resources, energy potential, and environmental geology. In Fall 1988, Fieldnotes became Arizona Geology, and the newsletter was retailored to meet the needs of Arizona’s exploding population. There was increased focus on articles describing geologic phenomena—flash floods and regional floods, earthquakes, landslides, volcanism, swelling and shrinking soils, earth fissures, and more—with the most immediate and adverse impact on the lives and properties of our fellow Arizonans. But that was then and this is now! As print publication costs rise through the stratosphere, we simply can no longer afford to print and mail 4100 copies of Arizona Geology quarterly. Arizona Geology is going digital. We are suspending the print publication immediately and we are moving from a quarterly schedule to three times annually.

In fiscal year 2011, Chino Valley Unified School District’s student achievement was similar to peer district and state averages, and its operational efficiencies were mixed with some costs higher and some costs lower than peer districts’ averages. The District’s per-pupil administrative costs were slightly higher than peer districts’ because the District employed more administrative positions per pupil. The District’s plant operations, food service, and transportation programs operated reasonably efficiently, with cost measures such as cost per square foot, cost per meal, and cost per mile that were similar to or lower than peer districts’ averages. However, the District needs to improve controls over access to critical information systems and strengthen controls over its fuel purchase cards.

In fiscal year 2012, Duncan Unified School District’s student achievement was similar to peer districts’, and the District operated efficiently overall. Although the District’s administrative costs per pupil were slightly higher than the peer districts’ average, the District has taken steps to reduce its costs by reducing its number of administrative positions. The District’s plant operations, food service, and transportation programs were efficient with lower costs per square foot, per meal, and per mile, respectively, than peer districts’ averages. However, the District needs to improve its purchasing and computer controls. The District also needs to accurately determine, and report to the Arizona Department of Education, its ridership information to help ensure the District is properly funded and to allow it the ability to calculate and monitor transportation performance measures such as cost per rider and bus capacity utilization. Further, the District should ensure that its inmate worker documentation complies with statute.

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.