ANNUAL REPORT 2011

ANNUAL REPORT 2011

To Our Customers & Constituents

Navajo Generating Station (NGS)

External Achievements

Internal Accomplishments

Financials

CAWCD Board

Senior Management Team

02040612182325

f ron t c ov e r i m age: A breathtaking time-lapse

photograph of the star trails over Picacho Pumping Plant

taken by staff photographer Philip Fortnam.

To Our Customers & Constituents

Later in this report, you’ll learn more about

our continued focus on the Navajo Generat-

ing Station, the source of the majority of our

pumping power. The future of NGS is depen-

dent on what emission control technology the

U.S. Environmental Protection Agency (EPA)

mandates in its new visibility-related regula-

tion. As our efforts to control rates are linked

to the use of energy from NGS, we have a

tremendous stake in the outcome.

We began and ended the year on a stable

financial basis. Using both technology and

alternative work schedules, we made significant

efforts to reduce our costs and protect our

customers in a time of substantial economic

stress in Arizona. The enclosed financial

report will provide you with more details.

In October, CAP began operations at Phase

One of the Superstition Mountains Recharge

Project, our first direct recharge facility in

Pinal County. The location of this facility

‘upstream’ of several of our large East

Valley customers provides an added boost

to the aquifer in the area.

Finally, we’re happy to report that thanks

to our award-winning safety and health

program, we received recertification as

a Voluntary Protection Program (VPP) Star

site, a rare and distinguished honor for

CAP. This reflects the on-going efforts of

our entire staff to consider safety in every

activity, and our commitment to watching

out for one another. Our ability to reliably

and effectively serve our customers has

been strengthened through our ability to

maintain a safe and healthy workplace.

Please enjoy this report and be sure to

visit www.cap-az.com for more information

about our operations, activities and service

to our customers and communities.

2011 was an extremely busy and productive year

for Central Arizona Project (CAP). Thankfully,

a record-setting winter snowfall in the Rocky

Mountains helped alleviate the effects of recent

drought across the Colorado River watershed.

Over the course of the spring, Lake Mead rose

more than 50 feet. Under the normal water

supply declaration by the Secretary of the Interior,

CAP delivered 1,619,713 acre-feet of Colorado

River water to our customers.

02

Pamela Pickard

c aw c d b o a r d p r e s i d e n t

David V. Modeer

c a p g e n e r a l m a n a g e r

“ Phoenix would not be what it is today; Tucson would not be what

it is today. Our Valley would never have been able to grow the way

that it has without the Central Arizona Project water.”

— john mccain, u.s. senator

NGS is a coal-fired power plant located

on the Navajo Reservation near Page.

It was originally built in the early 1970s

as an alternative to constructing ad-

ditional dams in the Grand Canyon to

supply power for CAP operations and

revenues for CAP repayment.

The EPA maintains that emissions from

NGS affect visibility in several national

parks and wilderness areas, including

the Grand Canyon, and is considering

requiring additional air pollution controls

as Best Available Retrofit Technology

(BART) to mitigate the problem.

NGS owners have already spent more

than $40 million to install low-NOx

burners and other combustion technol-

ogy that has significantly reduced emis-

sions at NGS. But the EPA is consider-

ing another technology called Selective

Catalytic Reduction (SCR), which would

offer only a marginal, and perhaps

imperceptible, improvement over low-

NOx burners but would cost NGS owners

more than $1.3 billion to install and

operate. The high cost of SCR, particu-

larly when coupled with a number of

other uncertainties facing NGS — such

as the renewal of land, coal and water

contracts — could well drive NGS owners

to close the plant instead of incurring the

retrofit costs.

If NGS is shut down, the effects would

be devastating to the Navajo Nation and

the Hopi Tribe, who depend on the revenue

and jobs that NGS provides. It could

also lead to higher water rates as CAP is

forced to find other power sources to pump

water, and potentially higher taxes or

capital charges as CAP must replace the

NGS revenues that contribute toward

CAP’s annual repayment obligation.

Throughout 2011 CAP worked tirelessly

with a variety of departments, groups

and stakeholders to find a solution to keep

NGS in operation.

CAP worked with the Department of the

Interior and the Department of Energy to

support and fund a study conducted by the

National Renewable Energy Laboratory.

The study began in the last quarter of 2011

and examined the potential costs of main-

taining the current emissions technology

(upgraded to reduce nitrogen oxides

by 40 percent), installing expensive new

technology, and the costs and results

of shutting down NGS. The results are

expected in early 2012.

In addition, CAP participated in a large

stakeholder group which met for several

months to develop a solution to address the

concerns of the EPA while minimizing the

risk of NGS closure. Ultimately, the group

could not come to consensus on a strategy.

All the while, CAP continued to engage

elected officials and customers in this

critical issue through the CAP Smart

Energy communications campaign. CAP

Board members and staff gave presenta-

tions, distributed informational materials,

promoted the www.CAPSmartEnergy.com

web site, and provided interviews, articles

and information to the media. Support

for a reasonable decision by the EPA

was widespread. A decision is expected

in mid-2012.

The future of the Navajo Generating Station (NGS), which provides over 90 percent of the power needed to pump Central Arizona Project water, was again one of the major challenges CAP ad-dressed in 2011. Throughout the year, CAP personnel proactively worked with our customers, Arizona’s Native American nations, and our state and federal elected officials to confront the threat that potential new regulations by the U.S. Environmental Protec-tion Agency (EPA) covering nitrogen oxide (NOx) emissions might lead to the closure of the power facility.

Navajo Generating Station04 Future of NGS

“ We live in a desert. The progress that can occur economically

or the amount of people that can exist all depends on the amount

of water, the availability of water, and the consistency of

that source of water.”

— ed pastor, u.s. representative

Record Water DeliveriesCAP set a water delivery record on June 17 when average deliveries

for the day hit 4,198 cubic feet per second (cfs). The previous record was

4,065 cfs on July 18, 2000. And from June 18 to the end of that month,

CAP averaged around 4,100 cfs in daily deliveries. One cubic foot of water

is about 7 ½ gallons, so on June 17 CAP was delivering nearly 1.9 million

gallons of water every minute.

The increase in deliveries in June, when the record was set, was due to

higher than normal prices on alfalfa and futures prices on cotton. As a result,

agricultural customers planted and harvested as quickly as possible, relying

on CAP water to maximize their crops.

CAP serves about 5 million people in Maricopa, Pinal and Pima counties by delivering

water to its more than 80 long-term customers who fall into three user groups:

M u n i c i p a l & i n d u s t r i a l :CAP doesn’t treat water for drinking. CAP is the “wholesaler” which provides water to some customers, including cities and water utilities which treat water for drinking. After treating water, these customers deliver it to residents through pipes that lead to commercial buildings and homes.

a g r i c u l t u r a l :CAP’s agricultural customers are primarily large irrigation districts which deliver water to farmers. The majority of water CAP delivers is used for agriculture. As cities grow they will begin using more CAP water.

n a t i v e a M e r i c a n s :CAP delivers water to Native American communities in central and southern Arizona. However, by law, CAP is not permitted to do business directly with the tribes. Tribal nations contract with the U.S. Department of the Interior for CAP water. Native Americans may use the Colorado River water for municipal purposes, farming, or leasing to cities.

CAP is proud of its delivery record. Since making its first water delivery in 1985, CAP has never failed to meet its delivery obligations to any city, business, agricultural user or Native American community.

External Achievements06

“ Central Arizona Project provides the lifeblood for Arizona

water, without that we couldn’t have the prosperity that we have

enjoyed. It’s central to everything we do in Arizona.”

— jeff flake, u.s. representative

Superstition Mountains Recharge Project Adding Underground Water Storage

Much of the water that CAP takes off

the Colorado River each year is put into

underground storage as a hedge against

future drought and shortage. CAP is the

State’s recognized expert in constructing

and operating underground storage

facilities. Its six recharge sites stored

182,415 acre-feet in 2011 and have stored

more than 2 million acre-feet in total.

In Pima County, CAP operates the Lower

Santa Cruz and Pima Mine Road recharge

sites. In Maricopa County, CAP operates

the Agua Fria, Hieroglyphic Mountain,

and Tonopah Desert recharge sites which

all are in the West Valley.

In 2011, CAP opened the Superstition

Mountains Recharge Project (SMRP) in

the East Valley. It was a large undertaking.

Almost 625,000 yards of dirt were exca-

vated to create the two 20-acre recharge

basins. Colorado River water flows into

the basins from the CAP canal and seeps

into the ground, replenishing and filling

the aquifer. The water can then be pumped

out when it is needed at a future date.

The storage facility permit for SMRP

includes about 150 acres with a total

capacity of 56,500 acre-feet. The project

was divided into two phases. The first

phase, completed in 2011, includes about

40 acres of basins and is permitted to

store 25,000 acre-feet annually. Once

CAP obtains more operating experience

with these initial recharge basins,

it will determine how many additional

basins are needed to achieve the full

permitted volume.

08

“ It’s said that the 7 Wonders of the World are unique and they’re all man made.

I don’t know how Central Arizona Project didn’t find its way on that list because

it’s one of the Wonders of the World. It’s vital to Arizona and people like me

and others are going to do everything we can to see it flourishes, develops and

goes forward as it was intended to for a very long time.”

— trent franks, u.s. representative

Epic Snowfall Boosts Lake Mead Storage Reservoir

Yuma Desalination Plant Meeting Treaty Obligations

The long-sought test of the idled Yuma

Desalination Plant (YDP) was completed

in 2011 and demonstrated the potential to

better manage Colorado River supplies.

For years, CAP has urged the Bureau of

Reclamation (BOR) to operate the YDP. The

plant was constructed to reduce the salin-

ity of agricultural drain water in the Yuma

area so that water can be delivered to Mexico

under a 1944 Treaty. When the YDP is not

running, that drain water is “bypassed” to

Mexico and the U.S. does not get credit for

it under the Treaty. That means that BOR

must release extra water from Lake Mead to

satisfy the U.S. Treaty obligation.

In the 1990s, when there were surplus flows

on the Colorado River, operation of the YDP

was not a significant concern. But once the

drought started, CAP and other water users

urged BOR to restart the plant in order to

reduce the additional draw on Lake Mead.

In 2007, the YDP underwent a 90-day dem-

onstration run that showed the plant still

worked. That success led CAP, the Metropoli-

tan Water District of Southern California and

Southern Nevada Water Authority to propose

a one-year pilot run. In return for helping

to fund the pilot run, the agencies received

credits in Lake Mead equal to the volume

of water conserved by the pilot run.

The YDP pilot run began in 2010 and

concluded in March 2011, having conserved

about 30,000 acre-feet of Colorado River

water ahead of schedule and under budget.

There were no substantial equipment

problems and no accidents. The pilot run

enabled BOR to gather cost and performance

data needed to consider potential future

operation of the plant.

BOR and the sponsoring water agencies

will review the results from the pilot run

to evaluate the potential for long-term

and sustained operation of the YDP.

The “bathtub ring” visible at Lake Mead became a little bit smaller in 2011

as the water level in that reservoir rose nearly 50 feet. By late 2010, the

decade-long drought in the Colorado River Basin had dropped Lake Mead

to its lowest level in nearly 50 years. With the water surface elevation

at 1,082 feet above sea level, the Lower Basin was only 7 feet away from its

first-ever shortage declaration, which could have meant a 288,000 acre-

foot reduction in CAP’s annual water supply.

But an epic winter snowpack in the Upper Colorado River Basin yielded

tremendous runoff — inflow into Lake Powell from April through July was

163 percent of the 30-year average — which translated into greater releases

from Lake Powell down to Lake Mead. Instead of the normal release

of 8.23 million acre-feet, Lake Mead received about 12.5 million acre-feet.

That extra water was enough to raise the lake level to 1,133 feet above sea

level, delaying any potential shortage declaration and related cutbacks

to CAP’s Colorado River supply until at least 2016.

The release of water from Lake Powell to Lake Mead is governed by a 2007

agreement among the seven states that share Colorado River water and

implementing guidelines adopted by the Secretary of the Interior to operate

the two reservoirs in a conjunctive manner. The volume of water released

each year depends on lake levels in Powell and Mead. When Powell is

relatively high and Mead is low, more water is released.

10

“ If you have spent time in Arizona, the Central Arizona Project is one of our

early leadership’s great dreams: bringing water across the state through what

I believe is the world’s longest aqueduct. It’s the culmination of a lot of people’s

hard work and dreams.”

— david schweikert, u.s. representative

“ With our desert climate, one of the biggest things that we had to have was

a steady and reliable source of water. It is used in so many different ways —

whether it’s in development or agriculture or mining — those are the things

that have made Arizona strong.”

— ben quayle, u.s. representative

Organizational Effectiveness

VPP: Keeping Employees Safe

CAP has an award-winning safety

and health program.

In 2011, the Arizona Division of Occupational

Safety and Health (ADOSH) conducted an

audit of CAP and recommended re-approval

as a Voluntary Protection Program (VPP)

Star site. The Star site designation is the high-

est given for employers and employees who

demonstrate exemplary achievement in the

prevention and control of occupational safety

and health hazards.

The VPP Star site is a rare and distinguished

honor for CAP and it reflects the efforts

of the entire staff to consider safety in every

activity and their commitment to watch out

for each other.

Effective Safety Management can have a

positive impact on an organization’s culture,

and ultimately its bottom line; making all

stakeholders better at what they do by focusing

on 4 main categories in effective safety

management. 1) Management Leadership

and Employee Involvement, 2) Worksite

Analysis, 3) Hazard Prevention and Control,

and 4) Safety and Health Training.

This issue affects everyone in the industry

in the form of injury and illnesses, costs

associated with injuries, government

regulations, employee compliance and

many other aspects. By implementing an

effective safety and health management

system CAP has seen results and many positive

benefits. Those benefits include, but are not

limited to, improved performance, less down

time due to breakdowns, improved quality

and customer service, reduced absenteeism,

less turnover, reduced injuries and illness,

improved communication and cooperation

between management and non-management,

ultimately increased savings overall.

Employee safety is paramount at CAP

and is noted by a variety of activities that take

place every day. CAP’s staff realizes that a

safe and healthy workplace allows all employ-

ees to better serve our customers.

In 2011, CAP began to pursue initiatives that make the organization more effective and efficient.

Created and implemented a 2011 Integrated Strategic Plan to take stock of our position and set our direction for the future. Six key results areas include Leadership and Public Trust, Finance, Project Reliability, Water Supply, Power, and Replenishment.

Created a fulltime position of Tribal Affairs and Policy Development manager to enhance coordination related to the negotiation and implementation of Arizona’s tribal water rights settlements. Arizona relies largely on CAP water to settle Indian water rights claims. Forty-seven percent of CAP water is designated for Indian uses.

Standardized fleet vehicles and implemented an electronic vehicle reservation system.

Purchased an aquatic weed boat, saving significant contractor costs.

Purchased a long-reach excavator and dredging pump which efficiently removes sediment, eliminating contractor expenses.

Adopted a four-day work week in June of 2011, reducing significant costs in utilities, janitorial services and security labor.

Developed and implemented a “train the trainer” program using existing staff as in-house training expertise.

Installed LED lighting to dramatically cut energy costs, consumption, materials and labor.

Used fish to manage prolific caddis fly populations eliminating costly, labor-intensive and damaging canal scraping activities.

Created an ECO-team effort to reinforce recycling and environmental awareness by all employees at CAP.

Emphasized safety and wellness initiatives that have reduced health care and insurance costs as well as lost-time accidents and injuries.

Effective communication with the Board, employees, customers and stakeholders has been the key to successfully executing these programs.

Internal Accomplishments12

CAP Community Investments

Arizona Hydrological

Society Foundation

Desert Willow Environmental

Education Center

Flowing Wells Unified

School District

Girl Scouts

Sahuaro Council

Natural Resource

Education Center

Pinal County Cooperative

Extension

TUSD Science

Resource Center

UA Maricopa

Agricultural Center

Arizona Envirothon

Arizona Science Center

Educational Enrichment

Foundation

Junior Achievement

of Arizona

Sunnyside Unified

School District

UA Arizona Project WET

Educator Workshops

UA Arizona Project WET

Water Investigations Program

UA Cooperative Extension

of Maricopa County

Twice a year, Central Arizona Project provides financial support for

non-profit water and environmental educational organizations in Maricopa,

Pima and Pinal counties. A review committee, comprised of CAP Board

members, stakeholders and CAP management, meets to discuss applications

and make funding decisions. CAP’s Community Investment Program is one

of many community outreach programs created to provide information,

support and education to Arizonans of all ages, from school children to civic

leaders, to help ensure the sustainability and economic vitality of our state.

The following page lists organizations that received

CAP Community Investment grants in 2011.

For more information about the awards, go to CAP’s web page at www.cap-az.com.

14

“ I think getting a chance to see the whole aspect of Central Arizona Project

is an absolute marvel. This is something that I think is one of the treasures

of technology and the American spirit. This ought to be mandatory teachings

in Arizona, to be able see it, touch it and understand what people actually

really did to get this here.”

— paul gosar, u.s. representative

How Are We Doing?A Performance Report

on Key Missions & Services

central arizona project statistics fiscal year end 2009 2010 2011

Wate r D e l i ve r e d ( i n a n n u a l a c r e - f e e t) Munic ip al an d In du s t r ia l 50 9,075 426,724 452,4 6 6 Ag r ic ul t u r al 397,69 4 4 0 0,6 8 4 4 0 0,532 Fe d er al 2 33,539 332, 819 501,553 Inter s t ate B ank ing 59,024 19,0 0 0 – Un d er g r o un d Sto r ag e 410,9 05 419, 831 265,162 to t a l Wate r D e l i ve r e d ( i n a n n u a l a c r e - f e e t) 1,610, 237 1, 59 9,058 1,619,713 Wate r D e l i ve r e d (m i l l i o n g a l l o n s p e r d ay) Munic ip al an d In du s t r ia l 45 4. 5 381.0 4 03.9 Ag r ic ul t u r al 355.0 357.7 357.6 Fe d er al 20 8. 5 297.1 4 47. 8 Inter s t ate B ank ing 52.7 17.0 – Un d er g r o un d Sto r ag e 36 6. 8 374. 8 2 36.7 to t a l Wate r D e l i ve r e d (m i l l i o n g a l l o n s p e r d ay) 1, 437. 5 1, 427.6 1, 4 4 6.0 co s t o f pu m p i n g powe r ($ i n m i l l i o n s) $89.6 $9 0. 8 $89.0 pu m p i n g en e r g y (m e g a w at t h o u r s) 2,983, 203 2,9 61,376 2,931, 216 an n u a l Fe d e r a l D e b t re p ay m e n t o n c a n a l sy s te m ($ i n m i l l i o n s) $56.6 $55. 8 $56. 2 sy s te m re l i a b i l i t y C ap i t a l Imp r ovem ent Plan ( p r o j e c t s) $18.4 $26.3 $29.7 C ap i t a l Equip m ent 3. 2 3.6 1.6 to t a l c a p i t a l e x p e n d i t u r e s ($ i n m i l l i o n s) $21.6 $29.9 $31. 3 st r ate g i c re s e r ve M a r ke t Va l u e ($ i n m i l l i o n s) $17 7. 2 $214.3 $222. 8 ad Va l o r e m ta x rate s pe r $10 0 a s s e s s e d v a l u e – C AWCD $0.0 6 $0.0 6 $0.0 6 ad Va l o r e m ta x rate s pe r $10 0 a s s e s s e d v a l u e – Water Sto r ag e $0.0 4 $0.0 4 $0.0 4 c ap em p l oye e s (f u l l-t i m e e q u i va l e n t s) 4 69 4 67 4 69

18Financial Highlights

central arizona project statistics fiscal year end 2009 2010 2011

revenues by source (in millions)

2 0 0 9 2 0 10 2 0 11

Water O p er at io n & Maintenance $ 127.4 $ 14 0.3 $ 14 8. 5C ap i t al C har g e s 13. 8 10. 2 13.7Power & BDF 4 8.6 59.4 4 6. 8Ta xe s 69.9 6 6. 2 56.1Inter e s t & O t h er 26. 8 22.7 26.1

to t a l reve n u e s $ 28 6. 5 $ 298. 8 $ 291. 2

expenses by Use (in millions) 2 0 0 9 2 0 10 2 0 11

S alar ie s an d Relate d Co s t s $ 49.1 $ 49.6 $ 50.9Power Co s t s 89.6 9 0. 8 89.0Am o r t i z at io n & D ep r e c iat io n 41.0 38.7 4 0.7Inter e s t 32. 2 30.7 29.0O t h er 28.1 24.6 2 3.7

to t a l e x p e n s e s $ 24 0.0 $ 234.4 $ 233. 3

total net assets (dollars in millions) 2 0 0 9 2 0 10 2 0 11

a s s e t s C ap i t a l A s s e t s – Ne t $ 1,4 45.9 $ 1,437. 2 $ 1,42 5.3 O t h er A s s e t s 557. 2 591.7 6 0 9.4

to t a l a s s e t s $ 2,0 03.1 $ 2,028.9 $ 2,034.7 li a b i l i t i e s Lo ng -Ter m L iab i l i t ie s $ 1,422.3 $ 1,397.1 $ 1,36 0.3 O t h er L iab i l i t ie s 132.0 118.6 103.4 1,55 4.3 1,515.7 1,4 63.7

ne t a s s e t s Inve s t m ent s in C ap i t a l A s s e t s – Ne t o f D eb t 85. 8 116.0 142. 5 Re s t r ic te d 78. 2 8 6. 2 95.3 Unr e s t r ic te d 28 4. 8 311.0 333. 2 4 4 8. 8 513. 2 571.0 to t a l li a b i l i t i e s a n d ne t a s s e t s $ 2,0 03.1 $ 2,028.9 $ 2,034.7

Revenues & Expenses

20

Revenues by Source (in millions)

Expenses by Use (in millions)

Water Operation & Maintenance $148.5

Taxes $56.1

Power & BDF $46.8

Interest & Other $26.1

Capital Charges $13.7

Power Costs $89.0

Salaries $50.9

Amortization & Depreciation $40.7

Interest $29.0

Other $23.7

CAWCD BOARDC e n t r a l A r i z o n a Wa t e r C o n s e r v a t i o n D i s t r i c t ( c a w c d)

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2011 Board of Directors

Maricopa coUnt Y

a cynthia Moulton TeRM eNDINg 2016

B jim Holway TeRM eNDINg 2016

c timothy r. Bray TeRM eNDINg 2016

D Frank Fairbanks TeRM eNDINg 2016

e Mark lewis TeRM eNDINg 2016

F pamela pickard TeRM eNDINg 2012

G jean McGrath TeRM eNDINg 2012

H janie thom TeRM eNDINg 2012

i lisa atkins TeRM eNDINg 2012

j Gayle Burns TeRM eNDINg 2012

piMa coUnt Y

K pat jacobs TeRM eNDINg 2014

l sharon B. Megdal, ph.D. TeRM eNDINg 2014

M Warren tenney TeRM eNDINg 2014

n carol zimmerman TeRM eNDINg 2014

PINAL COUNT Y

o terri Kibler TeRM eNDINg 2014

22

2011 A n nuA l r eport

CAP CommuniCAtions GrouP

e d i t o r - i n - c h i e f k at h r y n r Oy E r

e d i t o r r O b E r t b a r r E t t

c o n t r i b u t i n g w r i t e r s c r y s ta l t h O m p s O n, v i c k y c a m p O, c at h y c a r l at, k E l l i r a m i r E z & m i tc h b a s E f s k y

p h o t o g r a p h y p h i l i p f O r t n a m & b u r E au O f r E c l a m at i O n

SMT

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2011 Senior Management Team

a David V. Modeer general manager

B ted cooke assistant general manager, finance and information technologies

c tom Delgado assistant general manager, employee services

D tom Mccann assistant general manager, operations, planning and engineering

e Donna Micetic management liaison to the board of directors

F jay johnson general counsel

G Marie pearthree assistant general manager, business planning and governmental programs

H Greg ramon assistant general manager, maintenance administration

i Kathryn royer associate general manager, communications and public affairs

24

www.cap-az.com

CAP Canal System

P.O. BOX 43020

Phoenix, Arizona 85080-3020

623-869-2333 phone

www.cap-az.com

Our Mission C e n t r a l A r i z o n a P r o j e c t i s

t h e s t e w a r d o f c e n t r a l A r i z o n a ’s C o l o r a d o R i v e r w a t e r e n t i t l e m e n t

a n d a c o l l a b o r a t i v e l e a d e r i n A r i z o n a ’s w a t e r c o m m u n i t y.

W e b e l i e v e i n :

– E m p l o y e e s w h o a r e r e l i a b l e a n d p r i n c i p l e d

– S e r v i c e t h a t i s t o p n o t c h f o r o u r i n t e r n a l a n d e x t e r n a l c u s t o m e r s

– Wo r k d o n e p r o f e s s i o n a l l y a n d r e s p o n s i v e l y

– C o m m u n i t y c o n n e c t i o n s t h r o u g h v o l u n t e e r i s m , c h a r i t a b l e c o n t r i b u t i o n s a n d p u b l i c e d u c a t i o n

– R e l a t i o n s h i p s a m o n g e m p l o y e e s a n d c u s t o m e r s t h a t a r e c o l l a b o r a t i v e a n d i n n o v a t i v e

Our Beliefs C e n t r a l A r i z o n a P r o j e c t

e m p l o y e e s w o r k w i t h p r i d e t o c r e a t e a s a f e , s u p p o r t i v e

a n d f r i e n d l y w o r k p l a c e .

Our Vision T h e C e n t r a l A r i z o n a P r o j e c t

w i l l b e a c o l l a b o r a t i v e , i n n o v a t i v e l e a d e r i n t h e m a n a g e m e n t

a n d t h e d e l i v e r y o f w a t e r t o c e n t r a l A r i z o n a .

I t w i l l e n h a n c e t h e s t a t e ’s e c o n o m y a n d q u a l i t y o f l i f e

a n d e n s u r e s u s t a i n a b l e g r o w t h f o r c u r r e n t a n d f u t u r e

p o p u l a t i o n s o f A r i z o n a n s .