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- All Subjects: Phoenix (Ariz.)
- All Subjects: Watershed management
- Creators: Battelle Memorial Institute. Technology Partnership Practice
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.
Phase IIA focuses on identifying alternatives for mitigating the hazards and problems, evaluating the alternatives for flood mitigation potential and cost effectiveness, and recommending a preferred alternative and flood control policy.
This plan has focused on two program areas: 1) floodplain management through revised floodplain delineations and assessment of subsequent FEMA mapping revisions; and 2) basin-wide planning issues involving both short- and long-term drainage infrastructure and regulatory needs.
The study developed the 100-year floodplain limits within the watershed and identified the area between Westover Avenue and Valencia Road as a major flood hazard area affecting most of the properties along the channel.
The purpose of this study, which represents Phase I, is to determine long range planning and land use policies for flood control and floodplain management in the southwest area.
The purpose of Phase I of the Riverside Terrace Basin management plan is the assessment of the existing hydrologic and basic hydraulic properties of the watershed.
The purpose of this study is to develop a basin management plan for Highlands Wash and the two washes west of Highlands Wash.
Phoenix Sky Harbor International Airport completed a comprehensive analysis of the cargo service opportunities of Phoenix metropolitan airports, specifically Phoenix Sky Harbor International, Phoenix Deer Valley, Phoenix Goodyear, and Phoenix Mesa Gateway Airports. The Study researched regional air cargo opportunities, forecasted regional air cargo demand, determined necessary facilities and infrastructure at Phoenix region airports, identified market opportunities and outlined approaches for further development.
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.
In fiscal year 2012, Osborn Elementary School District’s student achievement was slightly higher than peer districts’, and the District’s efficiency in noninstructional areas was mixed, with some costs higher and some costs lower than peer districts’. The District’s administrative cost per pupil was slightly lower than the peer districts’ average, and its food service program operated efficiently with a lower cost per meal, on average. However, the District’s transportation program operated less efficiently, and although the District made some improvements to the program in fiscal year 2013, better oversight is still needed. Further, the District’s plant operations costs were much higher than peer districts’, primarily because the District maintained a large amount of excess building space, even after closing a school at the end of fiscal year 2011. Lastly, the District needs to strengthen some of its computer controls.