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Created2000 to 2017
Description

Mission Statement: To create opportunities for inmates to develop marketable job skills, civility and good work habits through successful enterprises that produce quality products and services for our customers.

Created2003 to 2018
Description

Cost identification and comparison of state and private contract beds.

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Created2005-12-31
Description

Whether reintroduction and recovery should be allowed, and if so where and how, were hotly debated through the 1990s, when reintroduction was formally proposed. They still are. Regardless, the proposal process ended with a nonessential experimental population rule (hereafter Final Rule) approved on January 12, 1998. In keeping with the

Whether reintroduction and recovery should be allowed, and if so where and how, were hotly debated through the 1990s, when reintroduction was formally proposed. They still are. Regardless, the proposal process ended with a nonessential experimental population rule (hereafter Final Rule) approved on January 12, 1998. In keeping with the stated experimental nature of the reintroduction effort, and respectful of the doubts expressed by many, the Final Rule required full evaluations after 3 and 5 years to recommend continuation, modification, or termination of the Reintroduction Project. The 3-Year Review, conducted in 2001, concluded that reintroduction should continue, albeit with important modifications. However, as we discuss elsewhere in this report, for many reasons the 3-Year Review recommendations were not implemented, at least not to the extent that interested parties and stakeholders expected or desired. Regardless of cause, the apparent lack of closure was a significant agency and public concern when the time came for the next review.

By agreement among the primary cooperating agencies, responsibility for the Reintroduction Project’s 5-Year Review fell to the Mexican Wolf Blue Range Adaptive Management Oversight Committee (AMOC) that oversees the Project on behalf of six Lead Agencies and various formal and informal Cooperator agencies. AMOC and the Project's Interagency Field Team conducted the 5-Year Review to comply with the Final Rule, but above and beyond that the intent was to identify and implement improvements in the Project. The Review consists of several primary components: Administrative, Technical, Socioeconomic, and Recommendations. Each is detailed in this report. Review and adaptive management of the Reintroduction Project will not stop with this review. Project cooperators will continue to seek internal and public input regarding Mexican wolf reintroduction to help achieve recovery goals and objectives.

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Created2005
Description

The Arizona Game and Fish Department held four Wildlife Summits to obtain input from their stakeholders into the development of the Comprehensive Wildlife Conservation Strategy. Stakeholder groups invited to participate in the Summits included Department constituency groups, special interests, local governments, Native American tribes, interagency cooperators, and the general public.

The Arizona Game and Fish Department held four Wildlife Summits to obtain input from their stakeholders into the development of the Comprehensive Wildlife Conservation Strategy. Stakeholder groups invited to participate in the Summits included Department constituency groups, special interests, local governments, Native American tribes, interagency cooperators, and the general public. This report combines the votes from each of the four Summits into one database for analysis. The results for each individual Summit are attached as separate reports. Comparisons are made in this combined report to show differences between the results of individual Summits. The combined results have also been analyzed to determine if there were any significant differences in opinions of the various stakeholder groups. Demographic breakdowns of the individual Summit results are not included in the separate reports because they would not be statistically valid given the small number of participants at each Summit. Participant comments are included in the
individual Summit reports.

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Created2004-08-25
Description

Identifying the primary managers of wildlife habitat can provide one useful type of information for development of Arizona’s Comprehensive Wildlife Conservation Strategy. This can contribute to satisfying at least three of the required elements: #4 (conservation actions and priorities), #5 (monitoring plans), and #7 (coordination). This can be particularly useful

Identifying the primary managers of wildlife habitat can provide one useful type of information for development of Arizona’s Comprehensive Wildlife Conservation Strategy. This can contribute to satisfying at least three of the required elements: #4 (conservation actions and priorities), #5 (monitoring plans), and #7 (coordination). This can be particularly useful in the prioritization of actions and resources.

Toward that end, The Nature Conservancy has compiled relevant information and conducted new analyses from our recent statewide efforts to map and analyze two natural communities, grasslands and forests, and a species group, native fish. The results are presented in three sections, with appendices describing data sources.

ContributorsCaryll, Ivan, 1861-1921 (Composer) / Golden, John, 1874-1955 (Lyricist) / Chappell and Co. (Publisher)
Created1914
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Created2007-04
Description

Regional economic theory states that a local economy is driven by economic activities that import money into the region (county or state in this report) through the sales of goods and services to customers who do not live in the region. Such export activities differ from population-driven activities, which sell

Regional economic theory states that a local economy is driven by economic activities that import money into the region (county or state in this report) through the sales of goods and services to customers who do not live in the region. Such export activities differ from population-driven activities, which sell to and support the local population. “Export” in this usage is not limited to goods and services sold to customers from other countries, but includes all sales made to customers outside the local region — at the state level, in other states, and at the county level, in other counties within the state. An export activity sometimes is referred to as a “basic” activity — the terms are synonymous.

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Created2008-01
Description

Employment in high-technology activities decreased between 2001 and 2005 in Arizona. Coupled with significant employment growth in other sectors, the high-technology share of the Arizona economy dropped considerably. High-tech employment also fell nationally, but at a lesser rate than in Arizona. With national employment growth modest in other sectors, hightech’s

Employment in high-technology activities decreased between 2001 and 2005 in Arizona. Coupled with significant employment growth in other sectors, the high-technology share of the Arizona economy dropped considerably. High-tech employment also fell nationally, but at a lesser rate than in Arizona. With national employment growth modest in other sectors, hightech’s share of the national economy did not fall much. The decrease in high-technology employment in Arizona between 2001 and 2005 largely occurred in Maricopa County. However, a decline also occurred in Pima County.

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Created2007-04
Description

This report examines several state and community programs from across the nation that are taking steps to improve the deployment of broadband telecommunications infrastructure to historically unserved or underserved areas. There are three general models for these programs. One scenario has seen states like Washington and Colorado act as aggregators

This report examines several state and community programs from across the nation that are taking steps to improve the deployment of broadband telecommunications infrastructure to historically unserved or underserved areas. There are three general models for these programs. One scenario has seen states like Washington and Colorado act as aggregators of public sector demand for advanced telecommunications infrastructure and anchor tenants that purchase enough statewide service to create the demand required to get the private sector to invest the necessary resources to deliver capability to all parts of the state. A second scenario in states like Michigan, California, Vermont, and Maine relies on strong executive leadership from the governor and seeks to expand broadband deployment through creation of a state Broadband Authority with the legal power to collect funding through state Universal Service Funds. The Authority then makes grants or loans to commercial infrastructure providers or communities. The Authority also has the power to reform the processes governing access to publicly-controlled right-of-way. The third approach that has produced significant success in Kentucky, North Carolina, and Utah relies on a public-private partnership structured in the form of a state-chartered nonprofit corporation. These partnerships are then able to coordinate infrastructure expansion efforts and draw on both public and private resources.

Created2003 to 2005
Description

In 1986, the Arizona State Legislature created the Crime Victim Compensation and Assistance Fund and directed the Arizona Criminal Justice Commission to administer the fund. The Commission created two programs for distributing the fund monies: 1) the Crime Victim Compensation Program; and 2) the Crime Victim Assistance Program. ACJC staff

In 1986, the Arizona State Legislature created the Crime Victim Compensation and Assistance Fund and directed the Arizona Criminal Justice Commission to administer the fund. The Commission created two programs for distributing the fund monies: 1) the Crime Victim Compensation Program; and 2) the Crime Victim Assistance Program. ACJC staff provides grant monitoring, reporting, and program oversight and conducts financial and program reviews of agencies that receive crime victim funding. This report describes the activity for both these programs.