“What about the water?” was one of the questions Morrison Institute for Public Policy asked in its 2008 study, "Megapolitan: Arizona’s Sun Corridor". That report looked at the potential growth of the Sun Corridor as Tucson and Phoenix merge into one continuous area for economic and demographic purposes.

With its brief review of the water situation in urban Arizona, "Megapolitan" left a number of questions unanswered. This report will consider questions like these in more detail in order to examine the Sun Corridor’s water future. This topic has received less sophisticated public discussion than might be expected in a desert state. Arizona’s professional water managers feel they are relatively well prepared for the future and would like to be left alone to do their job. Elected officials and economic-development professionals have sometimes avoided discussing water for fear of reinforcing a negative view of Arizona. This report seeks to contribute to this understanding, and to a more open and informed conversation about the relationship of water and future growth.

Four major statewide "tools" to help manage growth and preserve open space have been put to work in Arizona over the past five years. These include the Arizona Preserve Initiative and the closely-related Proposition 303, as well as the Growing Smarter Act and its "addendum," Growing Smarter Plus. All four tools are based in large part on a concept known as "smart growth," which is generally considered to be a set of growth management measures that attempt to strike a balance among issues of economics, environment, and quality of life. Taken together, these four growth management tools make significant changes in the way that (a) city and county governments plan and regulate their lands, (b) citizens play a role in land use issues, (c) state trust lands are managed, and (d) open space may be acquired and preserved. Many of these changes will have long-term effects for the state. This paper provides a brief overview of each of the four growth management/open space tools, a preliminary accounting of major activities each one has stimulated, and a perspective on what can be expected for the future as expressed by a selection of growth planners and other leaders of growth management in Arizona.

Maricopa County has experienced remarkable population growth for decades, and will continue to do so. But while expanding metro areas tend to pay close attention to physical infrastructure—diligently budgeting for roads, sewers, schools and the like—there is often a relative lack of attention to meeting the future demands for human services. Relying on the expertise from throughout the College of Public Programs, this report analyzes 12 critically important topics, including children and families, poverty, substance abuse, and Latinos.

For most of the past 50 years, Pinal County hasn't had to think much about its image, choices, or growth. But now, Pinal County is changing faster than anyone ever imagined. Will Pinal become a distinguishable destination or simply a McMega drive through? If Pinal rises to the occasion, the result can be a vibrant, sustainable, and competitive place that takes advantage of its location. If Pinal fails to choose wisely, its bedroom community future is already visible in the East Valley and subdivisions north of Tucson. Which will it be?

When Arizona's economy depended on the 4Cs – copper, cotton, citrus, and cattle – Pinal County was a leader in 2 of them. These historic sources of wealth and touchstones of heritage still play a role in the county's economy, but dramatic population growth and new economic drivers make this a different, distinctive time. This new era demands new vision, new ideas, and new ways of thinking, even as past strengths are kept in mind.

In step with other organizations, the Greater Phoenix Economic Council (the Valley’s regional public-private economic development organization) published a comprehensive 10-year economic development strategy that codified its change in direction to quality economic development in aerospace, bio-industry, advanced business and financial services, technology, and software. In early 2004, the Governor’s Council on Innovation and Technology issued Building Arizona’s Knowledge-Based Economy with scores of recommendations on venture capital, higher education, collaboration, workforce development, and other topics. Separately, each of these items would have been notable. Taken together, they demonstrate a strong commitment to the growth of a knowledge economy and to the multifaceted approaches needed to develop it.

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.

The Phoenix Early Head Start (EHS) program is a family-centered program intended to provide early, continuous, intensive, and comprehensive child development and family support services for first-time teen parents and their very young children. This report presents case studies of 12 families, all EHS participants, who agreed to be followed throughout their participation in the program so that their stories could be updated as they unfolded from one year to the next. The case study families were interviewed in August of 1997, 1998, and 1999. Four of the families had participated in the first two interviews but had withdrawn prior to the third interview. Additional information was obtained through conversations with family support specialists in May 2000. Common themes in the families' stories regarding EHS's role include: (1) assistance from caring staff; (2) reassurance from home visits and child development; (3) help in becoming good parents; (4) help with personal goals; (5) help with daily life; and (6) socialization opportunities for children and parents. During the study, most families made progress to widely differing degrees. Although somewhat apprehensive about life without the safety net of EHS, all eight families seemed much more confident than earlier, had some knowledge and understanding of their children and themselves, and had articulated and taken some steps toward achieving personal and family goals.

Amidst the numbers and statistics that comprise a program evaluation, it is easy to lose sight of the program participants themselves. That is one rationale for a case study--to tap into some of the rich background information that only participants can provide. To develop some of this background information for the five-year program evaluation of Phoenix Early Head Start(EHS), a case study was undertaken of 12 families who were representative of all EHS program participants. Each of the 12 families agreed to be followed throughout their participation in the program so that their "stories" can be updated as they unfold from one year to the next.

The Phoenix, Arizona Early Head Start program is a family-centered program providing early, continuous, intensive, and comprehensive child development and family support services for low-income pregnant women and families with children ages birth to three. Analyses were conducted of program and participant data and program processes from Year 3, the second full year of implementation. The program components evaluated were: (1) child development, promoted through weekly home visits, site-based socialization activities, and weekly play groups; (2) family development services, provided by family support specialists to develop effective, supportive relationships, especially with fathers; (3) staff development, incorporating a multi-disciplinary approach reinforced by a relationship-based supervision model; and (4) community building and collaboration, including connections with Phoenix's program for young fathers and other family-focused initiatives.

Evaluation findings suggest that the program is on the right track. Among the program's successes are the launch of all planned child development activities, increased services by and access to the child development/disabilities specialists, and progress made through the male involvement component. The program continues to face challenges, including increasing staff skills in child development and parent-child relationships, helping young parents adjust to dealing with toddlers, reducing disruptive effects of staff turnover, and making the program and participants visible and vital to other family-centered community endeavors and to policy makers. Recommendations for future operations were derived from the evaluation findings. (Contains 49 references.)