This report profiles Yavapai County’s senior industries, beginning with a brief overview of senior industries components and a listing of significant findings of the study. In following sections, the report presents more detailed information on the age group characteristics of county residents, the spending patterns of seniors, the economic composition and relative size of senior industries, and the dynamics and requirements for growth of senior industries. In its conclusion, the report presents a menu of options for strengthening senior industries in Yavapai County. All analysis is based on the latest available demographic and economic data at the time of writing, as well as primary and secondary research performed by Morrison Institute for Public Policy in the fall of 2001.

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.

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.

Presents brief background information on urban growth management and analyzes certain current and differing viewpoints on how best to accomplish this in Arizona. Two competing plans have emerged recently. One is a citizen initiative, while the other is a proposal that could either be passed into law during the current legislative session or could be referred by the legislature to voters in November, effectively placing it in competition with the citizen initiative.

The Governor's Strategic Partnership for Economic Development has identified 12 industry clusters in Arizona that collectively drive the economy. The term "cluster" refers to a geographic concentration of interdependent companies, suppliers, products, labor pool, and institutions that together constitute an important competitive advantage for a region. Tourism is recognized as one of Arizona's 12 industry clusters. In northern Arizona it ranks as the dominant cluster.

Much of the analysis in this report is based on the concept that industry clusters act as primary growth influences on local economies. Strong clusters produce goods or services that can be sold to consumers outside the region, creating a flow of revenue into the region. This influx of revenue stimulates economic activity in other areas of the local economy such as the retail, real estate, or constructions sectors.

This report profiles the tourism cluster in Coconino County with special focus on the Page area. It examines the cluster's composition, relative size, and importance to the regional economy, and it addresses the cluster's dynamics and requirements for growth. In its conclusion, it presents a menu of options for strengthening the cluster in the Page area.

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 (EHS) program is for first-time teen parents and their families. The end of 1999-2000 marked the fifth and final year of a research and demonstration grant for EHS and concluded the fourth full year of program implementation. This report provides a five-year perspective on program process and outcomes for children, families, staff, and the community. The report also examines the program's community linkages and efforts to build community capacity to serve very young children and their families. Evaluation findings reveal that at the end of 5 years, Phoenix Early Head Start remains "on track." Program parents and children received support through a wide array of services; a range of community linkages and partnerships have helped expand resources and options for families; and much has been learned about how to train staff who work with children from birth through age 3 and their families.

Recommendations for the program included adopting a child development instrument to determine program effects on children, allocating resources to address employment/training issues for program parents, taking action to retain staff, maintaining an intensive staff training agenda in child development at all program levels, and disseminating information on the program's experiences. The report's four appendices include details on the continuous improvement evaluation plan, evaluation methodology, and a summary of data collection instruments and methodological notes. (Contains 52 references.)

The Phoenix, Arizona Early Head Start (EHS) program is for first-time teen parents and their families. The 1998-99 project year marked the fourth year of a 5-year research and demonstration grant for EHS and concluded the third full year of program implementation. This report analyzes Year Four program services and outcomes for children, families, and staff. The report also examines the program's community linkages and efforts to build community capacity to serve very young children and their families. Evaluation findings suggest that at the end of the 1998-99 project year, EHS continues to be on the right track. An array of direct services are in place to assist program families; an expanded staff training agenda on child development is helping family support specialists in their work with parents and children; and a range of community linkages and partnerships are helping to expand resources and options for families. Some areas continue to warrant attention, however. These include: helping young parents as their children become toddlers; defining and clearly articulating the rules and regulations guiding the transition of families out of the EHS program; developing ways to retain long-term staff members and better orient new employees; and conveying EHS knowledge and experience (and its relevance to public policy) to state and local decision-makers in a way that is both accessible and understandable to them. (Contains 18 references.)