Annual Report
State Fiscal Year 2016

Douglas A. Ducey, Governor

Douglas A. Ducey
Governor

Henry Darwin
Interim Director

The Honorable Douglas A. Ducey
Governor of Arizona
1700 West Washington
Phoenix, Arizona 85007
Dear Governor Ducey,
The Arizona Department of Economic Security’s Annual Report for the period July 1, 2015, through
June 30, 2016, is enclosed. This report is submitted pursuant to A.R.S. § 41-1960, which requires
the Department to make an annual report of Arizona’s economic security needs and resources;
the use, training, and placement of manpower; and recommendations for the forthcoming fiscal
year for the state’s development of relevant programs.
This report provides an overview of the Department’s achievements in meeting the needs of
Arizonans by providing services with integrity, humility, and kindness.
The Department is committed to continue to build on the successes highlighted in this report to
achieve our mission to make Arizona stronger by helping Arizonans reach their potential through
temporary assistance for those in need, and care for the vulnerable.
If you have any questions, please contact Debra Peterson, Assistant Director, Division of Business
and Finance, at (602) 542-7166.

Enclosure: DES Annual Report State Fiscal Year 2016

1789 W. Jefferson, Mail Drop 1111, Phoenix, AZ 85007  P.O. Box 6123, Phoenix, AZ 85005
Telephone (602) 542-5757  Fax (602) 542-5339  https://des.az.gov/

Section

Page

1 – Department of Economic Security Overview ........................................................................... 1
2 – Trends in Human Services and the DES Response to the State’s Economic Security Needs .. 2
3 – Professional Development of the Department’s Colleagues .................................................... 7
4 – Fiscal Year 2016 Highlights and Accomplishments ............................................................... 10
5 – Economic Conditions and Outlook ......................................................................................... 25
6 – Statistics .................................................................................................................................. 30

Section 1 – Department of Economic Security Overview
The Department of Economic Security (DES or Department) is an integrated human services
agency that provides critical protective and assistance services to Arizona’s children, adults, and
families.
The Arizona State Legislature established DES (A.R.S. § 41-1954) in 1972 by consolidating the
authority, power, and duties of five separate state agencies, followed by a sixth in 1974. The intent
of the 1972 legislation and subsequent amendments was to provide an integrated approach to
human services. In 2014, the Legislature created the new Department of Child Safety which
assumed the child welfare and child protective service functions from DES.
The DES has established a new vision with a “people first, people always” focus: Opportunity,
assistance, and care for Arizonans in need. In order for this vision to be realized, DES incorporates
the following five core values when conducting its work:






Teamwork – We collaborate with humility, and partner with kindness.
Respect – We appreciate each other, and value those we serve.
Integrity – We never lie, cheat, steal, bully or harass – nor tolerate those who do.
Accountability – We commit to excellence, innovation and transparency.
Diversity – We respect all Arizonans, and honor those in need.

As of the end of Fiscal Year (FY) 2016, DES had 7,691 colleagues and operated from 93 directservice offices, 14 residential facilities, and 29 administrative offices. DES owns 30 of the
facilities and leases two of those properties to private entities. The remaining DES locations are
leased. The Department is divided into six districts with the central administration located in
Phoenix.
The Department has approximately 5,400 contracts and agreements with nonprofit and for-profit
organizations, governmental agencies, Tribal governments, and other community partners
throughout Arizona. These contracts provide services to Arizonans across the human service
delivery continuum and critical operational support to the Department and its colleagues.
This report highlights areas of DES’s efforts to provide services to Arizona’s children, adults, and
families to ensure that they have an opportunity to live safely and become self-sufficient. DES
and its provider networks deliver services made available through over 40 programs. The broad
program areas include child care assistance to help low-income parents become and remain
employable; Adult Protective Services (APS) and a range of in-home supports for older Arizonans
to help them remain independent; domestic violence and homeless shelters and supports; food and
nutrition services; utility assistance; early intervention services for infants and toddlers with
developmental delays; home- and community-based services for individuals with developmental
disabilities; unemployment insurance; employment assistance, including vocational rehabilitation
and job training; child support services; refugee resettlement services; financial support; and
eligibility determination for much of the state’s Medicaid program, the Arizona Health Care Cost
Containment System (AHCCCS).

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Section 2 – Trends in Human Services and the DES Response to the
State’s Economic Security Needs
Caseloads and Budget
While Arizona’s economy has improved in the wake of the Great Recession, the recovery has been
slow, and Arizona and the nation continue to be affected by national and global economic
uncertainty. According to the U.S. Department of Labor, from July 2015 to June 2016, the
seasonally adjusted unemployment rate for Arizona dropped from 6 percent to 5.8 percent.
Arizona’s June 2016 unemployment rate was higher than the national average of 4.9 percent.
As a result, Arizona continues to see a substantial amount of poverty. According to the U.S. Census
Bureau’s 2014 Current Population Survey, Annual Social and Economic supplement, 21.2 percent
of Arizonans live in poverty, up from 14.3 percent in 2007. One in four children in Arizona is
living below the federal poverty guidelines. In 2016, the federal poverty guideline for a family of
four is $24,300 per year. In addition to the impact of economic conditions, social conditions in the
state affect the need for Department services. For example, as more people have children later in
life, a growing segment of the population is raising children while simultaneously caring for aging
parents.
Families that had not done so previously are now seeking assistance to meet basic needs such as
housing, food, and health care. As one example of the rising demand for Department services,
from FY 2007 to FY 2016, the number of Arizonans enrolled in the Supplemental Nutrition
Assistance Program (SNAP) increased by 83 percent, from 537,000 to 980,536, or over 14 percent
of the state’s population. Recently, economic conditions have begun to stabilize, and, after
reaching a peak in October 2011, demand in Arizona for SNAP has leveled off.
After a five-year, uninterrupted increase of 100 percent in the number of reports to APS of
vulnerable adult abuse, neglect, and exploitation and self-neglect, there was a decrease of 16
percent from FY 2015 to FY 2016. Despite the decrease in the number of reports, the challenge
of managing the investigative caseload remains: keeping the workload within the caseload and
timeliness standards.
In FY 2016, the Arizona Early Intervention Program (AzEIP), a comprehensive, coordinated
statewide system of early intervention supports and services for children from birth to three years
old who have disabilities or developmental delays, and for their families, received a monthly
average of 1,319 referrals and served an average caseload of 5,818 children per month. This
represents a 6 percent increase in referrals. Referrals have increased 22 percent over the last three
years.

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Department Public-Private Partnerships
The Department is committed to engaging with our valued partners with respect, gratitude, and
transparency. Colleagues from all levels in the agency are engaged with partners and stakeholders
to coordinate action to achieve the Department’s mission.
The Department has, over the years, continued to examine its operating support systems to take
advantage of opportunities where the private sector could provide operating support more
efficiently and cost-effectively.


The following program services are currently outsourced by the Department through contracts:
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o



Shelter and case management services for people experiencing homelessness;
Shelter and supportive services for victims of domestic violence;
Food and utility supports;
Independent living and other community-based supports for elders;
Refugee resettlement services;
Employment services for the Jobs Program;
Home recruitment, study, and supervision services for targeted recruitment of potential
DES-certified family child care homes;
Child care services provided for eligible families;
Child support payment processing;
Employer new hire reporting, which is used to validate employment and the incomes of
child support obligors;
Genetic testing to establish paternity;
Data matches to state bank accounts of obligors across 35 states for the Division of Child
Support Services (DCSS);
Insurance claim matches of obligors with 2,100 insurance partners for DCSS;
Web-based locator tools to assist with finding child support obligors;
Workforce employment and training programs through the Workforce Innovation and
Opportunity Act;
Acute, long-term care and behavioral health services to individuals with developmental
disabilities;
Rehabilitation and vocational services for individuals with disabilities to obtain or maintain
employment and independence in the community; and
Service coordination and therapies for children who are referred to the AzEIP program.

The following business functions are currently outsourced within the Department:
o
o
o
o
o

Mailroom services;
Office supply delivery;
Specialized printing;
Office-moving services;
Electronic Benefits Transfer (EBT) card issuance for Cash Assistance (CA), SNAP, Child
Support, and Unemployment Insurance (UI) benefits;
o Electronic pay card issuance for unemployment benefits and child support payments;

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o Translation and interpretation services;
o Typing and preparation of transcripts of Appellate Services Administration (ASA)
hearings;
o Teleconferencing and digital recording of ASA hearings; and
o Telephone systems.
Leveraging Technology to Improve Service Delivery
DES’s Information Technology (IT) systems are a critical component in the delivery of critical
services. DES is in the process of improving legacy systems to continue to provide more efficient
customer services. DES is also continuing to provide enhanced customer self-service capabilities
through the use of internet and interactive voice response (IVR) systems and expanding its use of
imaging and document solutions in order to reduce costs and increase colleague efficiency. Listed
below are highlights of these efforts:


Since 2010, applicants and participants in CA, SNAP, and Medicaid have been able to review
ongoing case status, report family changes, and receive important help regarding their cases
via the My Family Benefits (MFB) Web site. This Web site has become a proven tool for
empowering customers to maintain and monitor their benefits and activity from the point of
application forward. This process has benefited clients by making the information they need
more readily available in order to understand their cases. It has been effective in reducing
lobby and call center contacts by allowing the customer to submit change reports through the
Web site. During FY 2016, there were 184,982 hits on the MFB Web site. These hits resulted
in over 2,700,000 page views and nearly 30,000 reports of changes submitted by program
participants. These numbers are decreasing due to the implementation of Health-e-Arizona
Plus (HEAplus) and that system’s Report a Change function.
The MFB site has also been successful in helping customers access information regarding other
services by redirecting them to sites with information about such services as:
o
o
o
o

EBT account information;
Updates on potential benefit overpayments;
AHCCCS health coverage;
Use of the online Health-e-Arizona Plus (HEAplus) application, which supports CA,
SNAP, and Medicaid application processes; and
o The Hunger Relief Program.


The Department currently operates eight IVR telephone systems for applicant and recipient
use. The IVRs provide many of the same services that have been provided by Department
colleagues and allow users to receive information without colleague intervention.
Since FY 2014, the Division of Benefits and Medical Eligibility (DBME) has operated a new
IVR that utilizes intelligent routing, educational messages, and new skill sets and rules for
handling telephone calls to the DBME/Family Assistance Administration. The new IVR
recognizes when a customer has submitted an online application and needs an eligibility
interview. It directs these calls to a DBME unit to have the interview conducted over the
telephone. During FY 2016, 279,035 interviews were conducted by telephone for SNAP and

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36,316 interviews were conducted for CA. This is an aggregate increase of 16 percent over
the prior year. In addition, 246,746 complex customer calls were processed by the DBME
Customer Services Support Team. These issues were related to eligibility determinations,
administrative hearings, and policy clarifications.
In response to the Affordable Care Act, DES collaborated with AHCCCS to develop a contract
with a private vendor to provide a separate call center for processing basic customer questions
about Medicaid enrollment and services. In addition, under the contract, this vendor handles
basic inquiries from customers regarding SNAP and CA. This vendor also accepts customer
e-mails and conducts customer Web chats. From July 2015 through June 2016, this private
vendor call center responded to 1,727,611 telephone calls, 13,729 e-mails; engaged in 52,948
Web chats; reset 179,510 HEAplus passwords; and entered 69,104 telephonic applications.


Overall usage of most of DES’s self-service applications continues to increase, indicating
widespread acceptance by DES customers:
o DCSS Payment Gateway allows noncustodial parents to make a child support payment
electronically over the Internet, by phone, or in person using point-of-sale terminals located
in a local DES/DCSS office. In FY 2016, the Payment Gateway processed 59,140
payments totaling over $18 million that was distributed to custodial parents. Over half the
electronic payments were made on the Internet.
o A total of 304,173 UI tax reports were filed electronically in FY 2016. This total includes
59,035 reports filed on the online Tax and Wage System and 245,138 reports filed using
the bulk file upload system Arizona UI Tax Reporting for Employers.
o In FY 2016, 90 percent of new UI claims and 88 percent of continued claims were
consistently filed electronically via the Internet.
o HEAplus was used to submit over 89 percent of all applications received by the Department
by June 2016, compared to over 50 percent in June 2015.



Most of the Department’s programs use document imaging for Department records that must
be stored electronically. This process allows for easy access and is more cost effective than
storing paper documents. In FY 2012, the Department received a SNAP Process and
Technology Improvement Grant that enabled piloting automated document recognition and
indexing software in FY 2013. After testing various indexing tools, DES intends to implement
the Lexmark Intelligent Document Capture/Brainware document indexing solution. Once
fully implemented, the software product will recognize the type of document that is scanned
and then automatically index the document into its online document management system
where it will be retrievable by multiple search criteria. The result of this change and updated
system is that time will be saved by enabling colleagues to more rapidly access client
documentation. In response to unforeseen challenges that arose while developing the new
eligibility system, the Department was granted a one-year no-cost extension to expend the
grant funds and implement the document recognition software during federal fiscal year 2016.
Federal grant funds have been spent on the Lexmark Intelligent Document Capture/Brainware
software, license, and maintenance fees, as well as additional network storage, operating
systems, and components required to support the solution during Federal Fiscal Year (FFY)

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2016. Joint Application Development (JAD) sessions along with the development of formal
business requirements have been completed and approved.

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Section 3 – Professional Development of the Department’s Colleagues
Overview
In FY 2016, DES partnered with the Arizona Department of Education to transition the
Department’s antiquated Learning Management System (LMS) and purchase/implement a new
holistic solution. This Event Management System (EMS) provides granular views and
management of all event types ranging from meetings, conferences, workshops/training, and
online e-learning. The EMS has a deep integration with DES’s LMS, facilitating a seamless
experience for registering for professional development, completion of professional development,
and reporting metrics of trainings taken. This will consequently allow DES colleagues and
contractors to receive a learning experience parallel with the technology of the 21st Century. The
DES Office of Professional Development (OPD) has designed and is implementing an innovative
marketing plan that will rebrand OPD, its mission, and its vision to better support those of DES.
Five Areas of Investment


Engage all DES colleagues in a timely manner to inform and educate training-related topics,
course offerings, and opportunities for professional development. Ultimately, improve
colleague retention using best practices and adult learning principles to improve instructional
quality and sustain measureable outcomes through effective survey data.



Implement a DES-wide standardized New Employee Orientation (NEO) for all colleagues
prior to arriving at their Post of Duty. This includes scheduling travel throughout the state to
ensure that all colleagues outside Maricopa County receive NEO training.



Develop and implement in the new LMS a curriculum revision process to convert outdated
PowerPoint and Computer-Based Training into e-Learning courses and instructor-led
presentations with interactive curricula.



Aggressively implement a two-pronged approach for the LEAN Dot Game for both existing
DES colleagues and those attending NEO in order to meet the Governor’s initiative for 100
percent training compliance by November 30, 2016.



Create a Tribal Nations Liaison Instructor to support our Tribal Nations training needs in
support of DBME, the Division of Aging and Adult Services (DAAS), the Division of
Employment and Rehabilitation Services (DERS), and the Division of Developmental
Disabilities (DDD) programs. In addition, develop long lasting relationships to strengthen the
partnership between the Tribal Nations and DES. FY 2016 Q3–4 will include delivering
recognized training needs for each Tribal Nation.



Leadership Development Program

In FY 2015, OPD was charged with developing a Leadership Development Program (LDP) to
meet the needs of current and emerging DES leaders. Throughout FY 2016 the LDP developed
seven of ten LDP courses, with the last three scheduled for delivery by the end of FY 2016 Q2. In

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addition, the program expanded to encompass the entire career of a DES colleague. This expansion
includes NEO, supervisory training, Mentor Program, and Leadership Development. The
following is a brief description of the courses included:


Leadership Practices - A Three-Step Model: Participants examine and fine tune their
leadership skills/competencies to improve staff relations, productivity, retention, and job
satisfaction.



Essential Skills for Effective Communication: Participants gain an understanding of the
communication process, methods of effective communication, and the impact of
communicating effectively.



The Impact of a Leader: Participants identify their preferred leadership style, examine effective
leadership skills, and discover their impact on their work teams.



Bridging the Communication Gap: Participants learn how to improve communication with
team members through knowledge of perception, simple techniques for clear expectations, how
to help others to produce quality work, and how to deescalate volatile situations.



Maximizing Colleague Engagement: Participants learn to recognize factors that influence
engagement and examine the importance of matching motivators to individuals. Participants
also learn to recognize potential barriers to engagement and identify actions to develop and
sustain a culture of engagement.



Emotional Intelligence and Conflict Resolution: Participants learn how to transform conflict
into collaboration and increase their emotional intelligence.



Critical Thinking and Decision Making: This course offers participants an opportunity to
improve their critical thinking and decision-making skills.



Leading a Diverse Workforce: Participants learn to understand the importance of and how to
lead a multigenerational and multicultural workforce.



Foundations of Coaching: Participants learn coaching strategies and methodologies needed to
implement a coaching plan with a colleague.



Introduction to Leadership: Participants explore principles of motivation, group dynamics,
various leadership principles, and such related topics as delegating and managing former peers.

Colleague Mentor Program
Research has shown that participation in a formal mentorship program plays a significant role in a
colleague’s sense of personal, social, and professional well-being. OPD began developing the
Colleague Mentor program in FY 2015 with an initial implementation in FY 2016. Since the initial
implementation, OPD has discovered that it is an evolutionary and dynamic program that leverages
feedback from participants in order to consistently evolve.

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The Colleague Mentorship Program fosters purposeful connections between colleagues and
leadership, addressing these major goals:


Promote an ongoing sense of community;



Invite feelings of collegiality and shared opportunities;



Encourage all colleagues to achieve their full potential;



Assist new colleagues in understanding our new DES culture; and



Create opportunities for maintaining a broad network of professional colleagues.

2016 OPD Accomplishments


Launched state-of-the-art interactive tutorial training, allowing the immediate development
and deployment of Communicator NXT training. Consequently, helped to ensure that all DES
colleague contact information was updated in YES for instant notification via text, e-mail, or
voice in the event of an emergency.



Developed the first ever Human Trafficking Awareness training for DES colleagues. This
crucial training provided DES colleagues with the tools to identify and report potential human
trafficking. Initial launch of this training was internal to all of DES. Expansion across all state
agencies is planned.



Launched OPD Community Engagement to reach out to the local community by volunteering
for nonprofit organizations, taking water and food to the local community, and creating
fundraisers for donations to needy DES colleagues.

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Section 4 – Fiscal Year 2016 Highlights and Accomplishments
The following describes selected agency accomplishments during FY 2016 in accordance with
each of the agency’s four goals:
1. Serve Arizonans with integrity, humility and kindness.
2. Support Arizonans to reach their potential through social services that train, rehabilitate, and
connect them with job creators.
3. Provide temporary assistance to Arizonans in need while they work toward greater selfsufficiency.
4. Provide children with food, health care, and parental financial support; provide services to
individuals with disabilities; and protect the vulnerable by investigating allegations of abuse,
neglect, and exploitation.
Serve Arizonans with integrity, humility, and kindness
 The Arizona Long Term Care System (ALTCS) provides medical, behavioral health, and longterm care services to Arizona residents. According to the 2016 State of the States Report
produced by the University of Colorado, the state continued to serve more individuals per
capita through family support than all but one other state, continued to expand the number of
individuals served each year, and continues to have no waiting list for ALTCS services
attributable to budget concerns. The percentage of people living in settings of six or fewer and
the significant percent of people living in their own or their family’s home further demonstrate
the state’s commitment to individual choice, community inclusion, and support for families.
Because of people living on their own or at home with their families, Arizona continues to be
one of the most cost effective programs in the country. The Department continues to use a
variety of tools, including client surveys, to measure areas such as the satisfaction with
supports and services provided to people with developmental disabilities and their families.
Data for FY 2016 shows a consistent level of satisfaction, continuing a trend since FY 2000.


In the annual report “The Case for Inclusion 2016”, compiled by United Cerebral Palsy (UCP),
Arizona ranked first as the nation’s “Best Performing” state when it comes to key outcomes
for citizens with intellectual and developmental disabilities. Arizona has been ranked first for
five consecutive years and eight times since the annual survey started in 2006. The report
tracks how well state Medicaid programs serve Americans with intellectual and developmental
disabilities.
The UCP report also recognizes Arizona as ranking number one for being a family-focused
state where support services are provided to families who are caring for children with
disabilities in the home. This focus keeps families together and keeps people with a disability
living in their communities.
Arizona was also recognized for its efficiency with funds. According to UCP, Arizona ranked
49th for total spending per client through Home- and Community-Based Services. The
Department’s DDD officials credit this to the collaboration between DDD and AHCCCS, the
state agency that oversees the ALTCS program. This collaboration allows for direct support
services to be provided at a client’s home. Prior to ALTCS, the majority of funding was
directed to support individuals in expensive out-of-home settings.
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

DDD continues to participate in the National Core Indicators (NCI) program, a collaborative
effort between the National Association of State Directors of Developmental Disabilities
Services (NASDDDS) and the Human Services Research Institute. The purpose of the
program is to support NASDDDS member agencies to gather a standard set of performance
and outcome measures that can be used to track performance over time, to compare results
across states, and to establish national benchmarks. Arizona is an original member of the
program, participating since it began in 1997.
The program consists of four client and family surveys for specific populations. Three surveys
are conducted by mail, and one survey is conducted face-to-face. DDD completes two surveys
per year on an alternating schedule. In 2016, DDD completed the Adult Family and Adult
Consumer surveys. In addition, beginning in 2015, the NCI program was expanded to include
a fifth survey for providers to complete, entitled “The Staff Stability Survey.” Arizona was
one of only ten states to participate in this important project. Arizona has continued to
participate each year since its inception. The Child Family and Family Guardian surveys will
be completed in 2017.
Each year, DDD reviews the data for the surveys that were completed, paying particular
attention to indicators that are below the national average or to indicators that are believed to
have a significant impact on the client population. This information is used to develop
strategies to improve client outcomes. In the past, DDD has chosen health indicators, cost of
services, loneliness, and choosing a Support Coordinator as priority indicators to address.
Arizona participated in the new provider survey and will review this data to determine whether
strategies are needed in this area as well. DDD will use the data generated by the NCI program
to evaluate the overall impact and effectiveness of the implementation of new federal standards
for home- and community-based settings.



DDD, along with its community partners, sponsored the Thirteenth Annual Direct Support
Professionals Recognition event recognizing accomplishments made during FY 2016. These
outstanding individuals were honored for their superior service in working with individuals
with developmental disabilities. There were 12 awardees that included 10 Direct Support
Professionals and 2 Direct Care Supervisors.



The Arizona Department of Housing (ADOH) announced that their joint competitive
application for the Section 811 Project Rental Assistance (PRA) program was approved and
will be operated by DDD. The Section 811 PRA program enables persons with disabilities
who are income-eligible to live in integrated, affordable housing. The U.S. Department of
Housing and Urban Development awarded over $150,000,000 in rental assistance to 25 state
housing agencies. Arizona received $2,950,000 of those funds for this program.
ADOH and DDD will provide permanent affordable rental housing and needed support
services to 64 households. ADOH will identify four to five apartment complexes for
participation. There will be a limit to the number of eligible clients in a complex, and they
must be dispersed, not segregated, in one area. No more that 25 percent of the total available
units in any given complex may be used for this program.

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DDD is collaborating with the Housing Authority of Maricopa County (HAMC) to provide
affordable housing to members served by the Division who meet the housing eligibility
requirements. There will be 27 apartments available beginning in mid-2017. The distribution
of apartments will meet the same criteria as noted above.
DDD is establishing a team that will work collaboratively with ADOH to implement all of the
details, requirements, timeframes, etc. It is anticipated that referrals will begin to be accepted
in the next one to two years.


During FY 2016, DDD worked closely with the Department of Child Safety to ensure
consistency and collaboration when DDD clients are involved in the child welfare system.
DDD has facilitated quarterly meetings and created designated e-mailboxes to increase
communication and address issues related to shared members.



As detailed in the Arizona State Systemic Improvement Plan (SSIP), the Arizona Early
Intervention Program (AzEIP) has identified specific regions within which it will utilize
implementation science and LEAN principles to increase the percentage of infants and toddlers
with disabilities who exit early intervention with greater-than-expected social emotional
growth. The regions were selected because of the demonstrated high needs of infants, toddlers,
and their families in the regions as illustrated by available Arizona demographic data, and the
ability of the Early Intervention Programs (EIPs) to implement Team Based Early Intervention
Services (TBEIS) incorporating other evidence-based practices relative to social emotional
development. The regions identified include: Region 5 – East Central Maricopa County;
Region 9 – East Pinal, Southern Gila, and Southeast Maricopa counties; Region 16 – Yuma
County; Region 17 – Southern Apache County; Region 18 – Southern Navajo County; and the
Navajo Nation. These regions comprise a mix of urban, rural, and tribal areas and represent
40 percent of the children and families served by AzEIP.



Arizona’s SSIP Phase I identified three strands, Accountability, Practices, and Fiscal, which
will support improvements to the state infrastructure to support EIPs and practitioners to
implement and scale up evidence-based practices to improve the percent of children who exit
early intervention, in identified regions, with greater-than-expected improvements in their
social relationships.



The 2016 Child Care and Development Block Grant (CCDBG) submission process presented
an opportunity to increase communication, coordination, and collaboration between AzEIP and
Child Care Administration (CCA) staff. Prior to the new CCDBG requirements, childcare was
positioned in DES as a welfare-to-work program. The new requirements of the CCDBG
enabled AzEIP staff to lend leadership to CCA and together to develop implementation plans
to focus on child development. This includes increasing family engagement, ensuring access
to high quality child care, reducing preschool expulsions, and increasing inclusion of children
with disabilities in child care.
CCA, with support from AzEIP staff and stakeholders, drafted a Best of Care form to be
implemented with all families. Child care programs use it during the registration process to
identify child interests and preferences and potential developmental delays. This mirrors the



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identification of child interests used by AzEIP TBEIS teams as part of the responsive
caregiving approach. Together, CCA and AzEIP staff are developing workflows for assisting
Child Care Resource and Referral staff and CCA Resource Specialists to assist child care
programs with identifying developmental concerns, track child development, assist families
when there are concerns, and to access needed resources to support children with disabilities
to enroll and be supported in child care programs.


During FY 2016, Arizona emergency domestic violence shelters contracting with the
Department provided 283,170 nights of safety, resulting in 7,121 adults and children finding
safe refuge.



The U.S. Department of Housing and Urban Development Emergency Solutions Grant, with
an emphasis on Rapid Re-Housing and Homeless Prevention, was introduced in October 2012
in the 13 rural counties outside Maricopa and Pima counties. During FY 2014, the Rapid ReHousing program was expanded to Pima and Maricopa counties. In FY 2016, 1,640
individuals were housed through the Rapid Re-Housing program. In FY 2016, DES-contracted
emergency shelters served 10,027 individuals, and homeless prevention programs outside of
Maricopa and Pima counties served 87. A total of 11,754 persons experiencing or at risk of
becoming homeless were served through contracted service providers during FY 2016. Of
those, 73 percent served were in Maricopa County, 15 percent were in Pima County, and 12
percent were in the remainder of the state.
DAAS contracted with 12 agencies during FY 2016 to provide comprehensive case
management services through funding from the Community Services Block Grant. The
contracted agencies leveraged this funding with other resources at a ratio of 24:1. The national
ratio for the FY 2015 is 22:1. FY 2016 data for this statistic is not yet available. The
Community Action Network provided a total of 61,040 low-income households with case
management, financial literacy education, tax preparation, utility and rental/mortgage
assistance. Of this total, 60,754 households received assistance in paying for home energy;
34,431 of these received assistance under programs administered directly by DAAS. During
FY 2016, under the TANF–funded Short Term Crisis Services Program, 1,543 families with
children received emergency assistance in paying rent or mortgage to prevent eviction or
foreclosure. The Community Action Network served 1,600 case-managed households that
obtained or maintained safe and affordable housing. There were 1,231 safe and affordable
housing units in the community that were created, preserved, or improved through
construction, weatherization, or rehabilitation achieved by Community Action activity or
advocacy. Of those preserved or improved, 268 homes were weatherized to make the homes
safe and energy efficient.



 The Senior Medicare Patrol provides education and assistance to resolve health care fraud,
abuse, and errors and to reduce costs to the Medicare/Medicaid systems resulting from these
problems. A total of 14,878 one-on-one counseling sessions were conducted during FY 2016.


The State Health Insurance Assistance Program (SHIP) is a federally funded state program that
provides assistance at no charge to Medicare beneficiaries who have problems with or
questions about their health insurance, including Medicare benefits and rights, complaints
about medical care or treatment, billing problems, health plan and prescription drug coverage

13

options, and health plan application and enrollment assistance to people with Medicare. SHIP
helps educate the community about Medicare and related programs by hosting enrollment
events and providing an array of information and materials. SHIP volunteer counselors are
trained to assist Medicare beneficiaries with enrolling in programs and plans as well as with
applying for the Extra Help and Medicare Savings Programs. In FY 2016, 38,222
Medicare/Medicaid clients were assisted.


The Long-Term Care Ombudsman Program works to resolve problems related to the health,
safety, welfare, and rights of individuals who live in long-term care facilities. The Department
contracts with eight Area Agencies on Aging to regularly visit all nursing and assisted living
facilities statewide and to directly serve and respond to resident complaints about quality of
life and care issues in those facilities. In FY 2016, the program investigated 3,332 complaints
on behalf of residents. The largest group that requested ombudsman services to resolve
complaints were residents themselves, indicating that residents depend on the program to help
them resolve their concerns. By resolving over 80 percent of these complaints to the
satisfaction of the resident or complainant, the work of the ombudsmen improved the quality
of life and quality of care for many residents of Arizona’s long-term care facilities.
Ombudsman complaint resolution is often conducted without outside intervention, which can
save on regulatory and legal costs while achieving the resident’s desired outcome.



The Family Caregiver Support Program strengthens families by providing services that assist
family and informal caregivers to care for their loved ones at home for as long as possible.
Services provided include counseling and training, respite, and supplemental services. It is
important to understand the value that family caregivers bring to long-term services and
supports. According to an AARP Public Policy Institute study updated in 2012, there are
approximately 804,000 family caregivers in Arizona providing care that helps keep their loved
ones living independently in their homes and community settings, avoiding much more
expensive placements in long-term care facilities. These unpaid caregivers provided over $9.4
billion in services in 2013 according to the AARP study. Without caregivers, the cost of
providing this care would shift to other, more costly government resources such as Medicaid.
In addition, the demands of caregiving can lead to burnout or the need to quit jobs, putting the
health and economic security of the caregivers themselves at risk. DAAS provided support
services to 11,694 caregivers in FY 2016, according to the most recent State Program Report
submitted to the National Aging Programs Information Systems.



Respite services, a critical component of the Home- and Community-Based system, provide
short-term relief care for vulnerable adults allowing caregivers to be temporarily relieved from
their caregiving responsibilities. Data from the 2013 National Survey of Older Americans Act
Participants indicates the critical role that family caregivers play in delaying or eliminating the
placement of loved ones in institutional settings. In the study, caregivers receiving respite
services were asked whether the care recipient would have been able to remain in their home
if they did not have access to services. Forty-one percent of the caregivers indicated that care
recipients would not be able to remain in their homes. The respondents were then asked where
care recipients would live if services had not been available. More than 80 percent of
caregivers indicated that the care recipients would be in more costly, institutional settings.

14

Respite care has proven to be a vital component to supporting family caregivers. DAAS
provided respite services to 986 family caregivers in FY 2016.


Non-medical Home- and Community-Based Services provide the necessary support services
to help individuals remain in their homes and communities. The Department contracts with
eight Area Agencies on Aging to identify eligible recipients and provide services such as
personal care, homemaker services, and case management. In FY 2016, DES provided services
to 15,332 older adults to help maintain their independence and avoid premature and costly
institutionalization.



In FY 2016, 2,522 homeless and at-risk veterans participated in the Arizona Stand Downs
throughout the state. Phoenix remains the largest Stand Down serving 1,850 veterans. The
Arizona Stand Down is an alliance of community-based organizations that come together to
provide annual, one- to three-day events that bring together the state's homeless and at-risk
military veterans, connecting them with services. Stand Downs were held in Flagstaff,
Phoenix, Prescott, Safford, Sierra Vista, and Tucson. Each location had a variety of state and
federal agencies participating in the event. Service providers included the Veterans
Administration Health Care System, the Arizona Department of Transportation’s Motor
Vehicle Division, municipal and other court systems, the Social Security Administration, and
DES. Department colleagues provided one-on-one case management services, including
veteran’s registrations, job referrals, referrals to support services, resume assistance, assistance
with requesting forms, and accessing benefits.



The Division of Child Support Services (DCSS) is federally charged to oversee the statewide
administration of Arizona's Voluntary Paternity Program. Providing technical assistance and
guidance, the Hospital Paternity Program (HPP) works collaboratively with hospitals and
birthing facilities statewide, the Arizona Department of Health Services’ Bureau of Vital
Records, and each county’s vital registration office to provide paternity establishment services
for unmarried couples immediately following the birth of their child. During FY 2016, this
collaborative effort established paternity for 29,568 children born in Arizona to unwed parents.
HPP provides outreach to all birthing facilities statewide and is available daily by telephone
and electronic means to all birth recorders. HPP and the Bureau of Vital Records work in
collaboration by conducting quarterly training. In addition, HPP provides a wide variety of
outreach services, including training, to individuals, hospitals, birthing facilities, and
midwives. HPP gave a presentation at the Compadre Teenage Pregnancy Program (TAPP)
event to teen parents and pregnant youth. The goal of the event was to educate teens on child
support services, specifically the HPP process. DCSS’s HPP is a major contributor to DCSS’s
success in ranking high among the states in the Title IV-D Paternity Establishment ratio.

15

Support Arizonans to reach their potential through social services that train, rehabilitate,
and connect them with job creators
 The Workforce Innovation and Opportunity Act (WIOA) of 2014 reauthorized the Workforce
Investment Act (WIA) of 1998 and is designed to help job seekers access employment,
education, training, and support services to succeed in the labor market and to match employers
with the skilled workers they need to compete in the global economy. WIOA contains specific
programs that target vulnerable groups, such as laid-off workers and veterans with disabilities.
State and community partners have been collaborating on the implementation of WIOA
requirements under the direction of the Workforce Arizona Council, which was seated in
January 2016. During FY 2016, the following key issues were addressed:
o The State Workforce Development Boards established several committees to work on
planning, data excellence, and quality assurance.
o The State Unified Workforce Plan 2016–2020 was submitted and approved by the U.S.
Department of Labor and the U.S. Department of Education.
o The brand ARIZONA@WORK was introduced as the common identifier for partners of
the statewide workforce system.
o The state’s 12 Local Workforce Development Areas have successfully implemented new
program requirements, such as an increased focus on disconnected youth and adults with
significant barriers to employment. This includes individuals who need to develop their
vocational skills or general education, have a disability, or need to gain work experience.
o Partner programs under WIOA include the DES Rehabilitation Services Administration,
the DES Workforce Administration, and the Arizona Department of Education. Partners
will continue to discuss implementation issues, such as common performance measures,
data sharing, and streamlining of service delivery to reduce duplication of services and
provide high-quality, customer-centered services.


The Workforce Administration worked with 12 Local Workforce Development Boards to
provide services under the WIOA. This program assists low-income adults, dislocated
workers, and youth with a variety of services that lead to employment, an increase in earnings,
and, ultimately, self-sufficiency. WIOA Adult and Dislocated Worker services include case
management, structured job search, resume assistance, job referrals, employment history and
skill assessment, career planning, training services, and supportive services, among others.
Individuals who are identified as needing additional training to be able to secure employment
may be eligible for training services. The WIOA Youth program focuses on youth with barriers
to employment by providing an array of services that prepare youth for postsecondary
education, training, or employment. Youth services include tutoring; summer employment
opportunities; work experiences, which include pre-apprenticeships, internships, and on-thejob training; occupational skills training; and other supportive services. In FY 2016, over 9,230
adults (including dislocated workers) and over 3,152 youth (aged 14–21) clients received
assistance.



The Eligible Training Provider List (ETPL) comprises training providers and programs that
provide training to participants eligible to receive WIOA funding for training. The statewide
ETPL is available at www.azjobconnection.gov. Training providers must meet state and local
ETPL requirements to be approved for ETPL. All training programs must be for in-demand
occupations and include training program information including program descriptions,

16

accreditation information, costs and fees, labor market information, credential attainment
information, performance data, and the minimum entry wage of the related occupation, which
allows for informed, customer choice. In SFY 2016, ETPL contained over 1,300 approved
training programs, which included programs in both rural and metropolitan areas of Arizona
as well as online training programs. WIOA-eligible participants approved for training were
enrolled in these training programs to gain the required skills for current employment
opportunities in Arizona.


The Corporation for National and Community Service-supported Arizona Refugee
Resettlement Program (RRP) AmeriCorps VISTA Project, now in its seventh year, provided
opportunities for 19 VISTA members placed with 11 refugee serving partner agencies in
central and southern Arizona in FFY 2016 to develop capacity-building assignments that
address barriers to employment, public education, and health-related issues. These 19 VISTA
members managed 1,494 volunteers (511 of whom were recruited by the VISTA members)
providing 11,934 hours of service. Through these projects, more than 5,020 refugees
benefitted from improved services and access to those services.



RRP contracts with Refugee Focus in Phoenix and Pima Community College Adult Education
in Tucson to provide English Language Training (ELT) to refugees. The training emphasizes
English learning as a direct path to gainful employment and self-sufficiency. During FFY
2016, 2,478 refugees were enrolled in one of the 24 ELT class sections offered, including two
Vocational English as a Second Language classes and one class focused on English acquisition
for the High School Equivalency exam.



In FY 2016, 8,890 CA-eligible families were diverted from long-term CA and received a onetime cash grant equal to three months of benefits in the Department’s Grant Diversion Program.
The Grant Diversion cash grant allows families with a job-ready adult to eliminate immediate
barriers to employment in order for the adult to attain full-time employment within 90 days of
the CA application. Recidivism in the Grant Diversion Program remained very low during FY
2016 as over 90 percent of families that received the Grant Diversion option from July 2015
through January 2016 did not return to long-term CA within 180 days.



The Arizona Apprenticeship Office in the DERS Employer Engagement Administration (EEA)
creates and develops registered apprenticeship programs in all industries for the state of
Arizona. Apprenticeship office staff provide support and technical assistance to 130 registered
apprenticeship programs, and growing, in the state. Growing and creating more programs in
nontraditional occupations, such as the Informational Technology and Healthcare industries,
are part of the apprenticeship office staff’s goals for the future of registered apprenticeship in
the state. In FY 2016, 1,523 new apprentices were registered, for a total of over 2,900
apprentices in Arizona. Most new apprentices were in construction, advanced manufacturing,
information technology, utility, and energy occupations.



Registered Apprenticeship programs are automatically approved on the ETPL. This enables
jobseekers to apply for funds such as an individual training allowance from their local
Arizona@Work workforce one stop to help them through the start of an apprenticeship
program if tools and equipment are needed to continue working.

17



Veterans who become apprentices in approved registered apprenticeship programs can use
their GI Bill benefits if they qualify in that program. The Arizona Apprenticeship Office works
closely with Arizona’s workforce area one stops along with business service outreach
representatives and the Nineteen Tribal Nations, to help increase programs and availability of
apprenticeship programs in Arizona to jobseekers and employers.



The DERS Rehabilitation Services Administration (RSA) partners with AHCCCS through an
Interagency Service Agreement (ISA) to provide enhanced vocational rehabilitation services
to individuals determined to have a serious mental illness. The purpose of the ISA is to increase
the employment outcomes of individuals with psychiatric disabilities being served by the
statewide Managed Care Organizations (MCO). The current ISA is funded with AHCCCS
matching 21.3 percent of federal funds. The 2017 ISA has a budget of $14.8 million. This
budget covers operating and client expenditures, which include 52 specialty Behavioral Health
Vocational Rehabilitation Counselors who work with and are assigned to the various statewide
behavioral health clinics. Also, to increase referrals for the Vocational Rehabilitation program,
RSA and AHCCCS continue to encourage the MCOs to use the RSA-funded online benefits
calculator Disability Benefits 101 (DB101), which can answer mutual client’s questions
regarding their Social Security and AHCCCS benefits that could be affected by returning to
work.



RSA provides enhanced, structured, and goal-oriented vocational and educational activities
through coordination and collaboration with high schools statewide. Students with disabilities
participate in activities that are geared to help the student prepare for, obtain, and maintain
employment. In FY 2016, RSA partnered with 24 high school districts and provided enhanced
vocational services to nearly 3,200 high school students with disabilities.



In FY 2016, 1,473 individuals with significant disabilities gained competitive employment as
a result of participation in the Vocational Rehabilitation program and earned an average hourly
wage of $11.37, which is significantly higher than the state minimum wage of $8.05.



In 2016, RSA continued to work collaboratively with DDD, University Center for Excellence
in Developmental Disabilities (UCEDD), and the Arizona Developmental Disabilities
Planning Council to implement the Arizona Employment First initiative. Employment First
puts the focus on integrated competitive employment as the primary daily activity for adults
with disabilities of working age.



In 2016, RSA continued to be involved in the planning and implementation of the Arizona
Transition Conference. The conference provides information to DES staff, educators, youth,
and parents about the opportunities that exist for youth with disabilities to successfully
transition from high school to post high school employment. Staff from RSA hosted several
sessions to inform about the implementation and impact of the Workforce Innovation and
Opportunity Act which places and increased emphasis on providing pre-employment transition
services to students with disabilities to allow them the opportunity to successfully transition
from high school to the world of work.

18



DDD continues to prioritize efforts directed at enhancing the successful transition of young
adults with intellectual disabilities from school to work. DDD colleagues continue to hold a
leadership role in the Arizona Community of Practice on Transition (CoPT), which meets
monthly and supports the development and maintenance of local CoPTs. DDD also cosponsored the 16th Annual Arizona Transition Conference, which drew over 950 participants.
This year’s conference had a strong focus on trends in employment-related topics for
participants, including four sessions presented by DDD colleagues. The sessions included the
Changing Landscape of Employment, Job Opportunities Build Success, and Navigating the
DDD System. The fourth session featured the experiences of DDD members who participated
in Transition to Employment Services and what it meant to them as they prepared to enter the
competitive workforce. DDD’s eight District Employment Specialists regularly facilitate and
participate in local Communities of Practice on Transition, high school transition fairs,
DREAM and job fairs, and other events highlighting employment. The Employment
Specialists also encouraged and emphasized the importance of summer employment
experiences to DDD members. DDD colleagues continue to provide regular joint training with
the Arizona Department of Education’s Exceptional Student Services’ Transition Specialists
to emphasize collaboration in planning students’ transition from school to adult life and work.
DDD colleagues also work closely with the Arizona Parent Training and Information Agency,
Raising Special Kids, to provide training to family members on transition-related topics,
including an emphasis on employment as a primary postsecondary outcome for their children.



DDD will be providing a new employment service, Career Preparation and Readiness Service,
by the end of the year to expand opportunities for members to become employed in
community-integrated jobs. The goal of the new service is to increase the number of members
making progressive moves into integrated employment in the community by providing prevocational services to members who are in Center-Based Employment (CBE). Currently, CBE
services are provided in a non-integrated, facility-based setting where members engage in paid
work at sub-minimum wages. This new service provides an opportunity for individuals with
disabilities to gain access to the same employment opportunities and experiences that all
citizens without disabilities have and will improve their quality of life through integrated
employment, increased income, peer relationship building, and increased self-sufficiency and
self-esteem.



One of the goals of the new DDD Strategic Plan 2016–2020 is to increase the number of
members who are employed in the community. In order to develop employment resources for
members, families, and their teams, Employment Services has been conducting listening
sessions around the state to discuss what information would be helpful for families and
members who are on the path to work, attending school, working in Center-Based
Employment, attending day programs, or are developing a plan for work. Based on these
discussions, information pamphlets are currently being drafted for members and their families.
Recent regulations implementing WIOA amendments require that workers with disabilities
who are age 24 or younger complete various requirements designed to improve their access to
competitive integrated employment, including transition services, vocational rehabilitation,
and career counseling services before they are employed at a subminimum wage. WIOA also
requires that all workers with disabilities, regardless of their age, who are paid a subminimum



19

wage receive regular career counseling and information about self-advocacy, selfdetermination, and peer mentoring. DDD, RSA and ADOE are working in conjunction with
Arizona Employment First to cooperatively implement the new requirements imposed by
WIOA.


DDD continues in the role as Co-Chairperson of the broadly based statewide partnership that
adopted the Arizona Employment First Strategic Plan in 2015. In 2016, the memorandum of
understanding (MOU) was signed by all of the parties involved in the Arizona Employment
First Core Group establishing a cooperative agreement to implement the key directions set
forth in the strategic plan, which supports the belief that community-based, integrated
employment should be the primary day activity for working age youth and adults who have
disabilities. The MOU further supports an overarching goal that eligible persons who have
disabilities will have access to integrated work settings most appropriate for them, including
the supports necessary to help them succeed in the workplace.



Provide temporary assistance to Arizonans in need while they work toward greater selfsufficiency
DERS has received matching funding from the U.S. Department of Agriculture’s Food and
Nutrition Services to support work-eligible individuals receiving SNAP benefits to participate
in employment and training activities provided through the Supplemental Nutrition Assistance
Employment and Training (SNA E&T) Program. By taking advantage of these funds, DERS
has increased the number of community partners that deliver employment and training
activities to SNAP-enrolled individuals. These partners extend the capacity of the program to
provide employment and training services. This strategy will ultimately lead to the significant
expansion of the SNA E&T Program through a phased Personal Accountability Pilot Program.





A productive partnership made possible by a memorandum of understanding between DAAS
and the community-based nonprofit Arizona Caregiver Coalition (ACC) has enabled the
continued operation of the Caregiver Resource Line (CRL), a statewide toll-free service that
provides a “No Wrong Door” access point to family caregivers seeking support and services.
The CRL uses space, phones, and data equipment provided by DES, but all of the people
staffing the phones are trained volunteers overseen by a volunteer coordinator provided by the
ACC.



DES holds monthly consultation meetings with Arizona Indian Tribes to discuss their issues
as they relate to the Department. Under the direction of the DES Tribal Relations Liaison, the
group revised the Department Tribal Government Consultation Policy and Procedures, which
ensures open, continuous, and meaningful consultation with Arizona’s 22 Tribes.



During FY 2016, DDD received assistance from approximately 85 volunteers, working a total
of 11,315 hours. Trained volunteers assist in many areas, ranging from the Adaptation Station,
the DDD Arizona Training Program at Coolidge, helping with special projects such as the
assist-a-family holiday outreach project, and helping with office and clerical tasks. This
summer, DDD partnered with the City of Phoenix Youth Rise program. This program offered
high school students the opportunity to work as paid interns. The Adaptation Station designs
and constructs adaptive equipment for children and adults with developmental disabilities.

20

During FY 2016, its 29 regular and seasonal volunteers contributed 2,622 hours. During these
hours, the volunteers produced and adapted more than over 500 items to assist 140 individuals,
as well as serving more than 83 therapists and 25 community agencies and school district
programs. Items adapted include equipping battery-operated toys with easily accessible
switches; building therapy positioning devices and furniture; sewing weighted vests, blankets
and lap pads; and designing as-needed adaptations for home and work. Volunteers also taught
others to make and modify equipment. Because the Adaptation Station can provide this
equipment and these services for the cost of materials alone, a savings of nearly 75 percent was
realized over comparable catalog items, and in many cases, the Adaptation Station created
items that are not otherwise available.


DDD continues its partnership with Pilot Parents of Southern Arizona to provide the Partners
in Leadership program, which is an innovative leadership training program that teaches people
to be community leaders and to effect systems and policy change at the local, state, and national
levels. The program is designed for individuals who have a disability and for parents raising
children with a disability. Partners in Leadership provides the most current information and
education about disability policy; the legislative process; and local, state, and national issues
that affect individuals with disabilities. Participants are people who are ready to work for longterm system changes and for changes in public policy. The overall goal of the program is to
foster a partnership between people who need and use services for disabilities and those who
determine public policy. Graduates of the program gain the ability to teach policymakers a
new way of thinking about people with disabilities.



DDD contracts with Raising Special Kids and Pilot Parents of Southern Arizona to provide
peer counseling, which provides self-help opportunities through education, training,
information, encouragement, and support to individuals, families, and other caregivers. Peer
counselors also communicate with professionals in fields such as education, healthcare, child
protection, and law enforcement to increase awareness and understanding of developmental
disabilities.



The DDD Office of Family and Community Resources (FCR) unit continues to provide staff
support to the Developmental Disability Advisory Council (DDAC) with approximately ten
council meetings per year and ten public forums. The council reviews and makes
recommendations to the DDD Assistant Director regarding the provision of services to people
with developmental disabilities. DDAC membership is composed of 17 members, including
persons with developmental disabilities who receive services from DDD; parents and
guardians of children with developmental disabilities; private-sector agency providers of inhome services, residential services, and adult day services; representatives from developmental
disability advocacy organizations; and a foster parent representative. The mission of the
DDAC is to provide, in partnership with DDD, advisory oversight on behalf of members,
families, and providers by defining appropriate services from the member’s perspective.



FCR provides support to Human Rights Committees organized within each District across the
state. These committees are composed of local volunteers who provide independent oversight
in matters related to the rights of people with developmental disabilities in areas such as
incidents of abuse, neglect, or exploitation. Committees usually meet monthly to:

21

o Review any incidents that may have involved neglect, abuse, or denial of rights of members
receiving services;
o Review behavior programs that involve the use of behavior-modifying medications or
aversive techniques;
o Review any proposed research involving members receiving services; and
o Make recommendations to DDD about changes needed to protect the rights of members
receiving services.


CommunityConnect, an e-newsletter for community leaders and community members across
Arizona that is produced by the Department, provides those who deliver human services with
resources and information and provides a platform for sharing community successes among
groups and geographically dispersed communities. The e-newsletter reaches over 10,000
Arizonans.



The Division of Child Support Services (DCSS) uses its Community Outreach Unit to better
publicly serve and educate the people of Arizona. This community-people-centric group
collaborates and creates ongoing partnerships with locally focused groups that include,
Fatherhood Programs, Parental Accountability, Court Programs, and Community Correctional
facilities. Some of the services that the DCSS Outreach Program offers educate the public on
available child support services and resources. The DCSS Outreach Team offers live
presentations by trained liaisons and a new video tailored to the diverse populations and their
respective needs. Examples include representation in many community events and
organizations, such as correctional facilities, domestic violence shelters, rehabilitation clinics,
faith-based organizations, high schools, tribal partners, and nonprofit organizations. Other
methods used by DCSS for community outreach include partnering with the DES Office of
Community Engagement to utilize of the DES On The Go mobile units and offering services
through the satellite offices involved in the DES On The Spot initiative.



In FY 2016, the Child Care Administration released 9,855 children from the Child Care
Priority Wait List.

Provide children with food, health care, and parental financial support; provide services to
individuals with disabilities; and protect the vulnerable by investigating allegations of abuse,
neglect, and exploitation


During FY 2016 the Office of Special Investigation Public Assistance Benefit Fraud (PABF)
Unit completed its transition to an enterprise Governance, Risk and Compliance (eGRC)
automated solution tool to track and manage cases. PABF completed and finalized 7,450
investigations for an estimated cost avoidance of $5,752,985. The Investigations Support Unit
(ISU) referred 36 PABF cases for an administrative disqualification hearing and recoupment
of overpayment. ISU also referred 27 fraud investigations to multiple prosecutorial
jurisdictions for criminal prosecution. These actions have resulted in $194,874 in civil
recoveries, 9 criminal convictions, and $201,930 in court-ordered restitution. The
investigation activities of the SNAP Trafficking Detection Unit determined that 87 individuals
committed an intentional program violation with overpayments totaling $26,998; these

22

individuals were subsequently disqualified from SNAP for at least one year. The UI Benefits
Fraud Unit completed 207 criminal cases, which were referred to the Office of the Attorney
General, resulting in anticipated recoveries of $1,437,955; 90 administrative cases were
referred back to the UI program for anticipated civil recoveries of $284,821; and 46 identity
theft cases with anticipated recoveries of $67,496. In addition, the Office of the Attorney
General had 250 UI case direct complaints filed with the courts, and there were 153 convictions
with court-ordered restitution totaling $815,361, court-ordered fines of $27,318, and courtordered fees of $4,211. UI recoveries that were paid prior to sentencing for these convictions
totaled $772,501. The Office of Internal Affairs completed 81 investigations.


DCSS distributed nearly $660,000,000 in child support collections to families during FY 2016.



Employers play an important role in DCSS and are relied on for reporting up-to-date sensitive
data, processing withholding orders, and overall participation in the child support program to
ensure that support funds are disbursed to children in a timely manner. By withholding child
support payments from employee paychecks and enrolling the children in their parent’s health
insurance plans, employers help ensure the financial security of children and families. DCSS
offers a service called e-Employer, where employers can receive and respond to income
withholding orders, medical support notices, employment verifications, and terminations
online. There is no cost, and this service expedites support to the families.



Approximately one in six Arizonans, based on the population statistics from the 2012
American Community Survey, received SNAP benefits administered by DBME during FY
2014 and FY 2015. With such rapid and sustained caseload growth, the Department needed to
address the underlying issues of this trend and utilization of its limited number of colleagues
before such growth completely overwhelmed the benefit programs. DBME began
implementing a new process management model during FY 2011 and completed statewide
implementation in DBME offices in January 2012 to focus on streamlining eligibility practices
and processes. During FY 2016, the Process Management Team continued to support this
effort through the following initiatives:
o Completed process reviews to help local offices with flow, staffing alignment, and
capacity.
o Developed and delivered a half-day seminar for all Regional Management and
Workload Operator Managers throughout the state that focused on teaching
standardized process management tools (i.e., production capacity, staffing alignment
tools, and effective “quarterbacking” techniques). Teams developed office-specific
improvement strategies as part of the session to implement improvement tools in local
offices.
DBME has improved its lobby management with a fast tracker system designed to track and
route client lobby and phone traffic. This allows management to track “time in” and “time
out” of applicants and allows management to direct colleague resources to areas of the greatest
volume. Furthermore, in conjunction with the electronic application process through the
automated HEAplus application, emphasis is placed on completing the entire application and
authorization process in one visit. This emphasis has allowed DBME to dramatically reduce
the number of repeat office visits and phone calls, thereby minimizing lobby traffic while

23

providing timely and more accurate eligibility determinations. The dramatic increase in the
SNAP timeliness rate is one example of the success of the new process management model.
The timeliness rate for SNAP applications in October 2010 was 79.6 percent. In March 2012,
the timeliness rate for SNAP applications increased to 94.1 percent, and, by the end of FY
2014, the timeliness rate had increased to 95.9 percent. As of June 2016, the SNAP application
timeliness has increased to 96.94 percent.


FCR works closely with individuals, families, system partners, and community stakeholders.
DDD’s Resolution System (RS) is an automated system used to track member, provider, and
community grievances and inquiries and to describe the resolution of the issue. This allows
for the ability to identify patterns of concern to ensure systemic identification and resolution.
During FY 2016, DDD responded to 1,292 complaints. The unit also responded to more than
2,400 other phone calls that were not entered into the RS because they were handled within
the initial phone conversation. The calls included referrals to other agencies, community
resource information requests, and updates on colleague locations.



FCR delivered 41 presentations in FY 2016 providing outreach to 3,334 people. Attendees
included stakeholders, community partners, emergency management teams, school districts,
family groups, DDD colleagues, various community fair attendees, and health and wellness
event attendees. This unit designs and develops the DDD Member newsletter that is published
three times each year. FCR also provides resource assistance to members of the community,
including information pertaining to Social Security benefits; Medicare; and Medicaid to DDD
clients, other individuals, and families.

24

Section 5 – Economic Conditions and Outlook 1
The Office of Employment and Population Statistics within the Arizona Department of
Administration (EPS ADOA) is projecting gradual gains in employment in Arizona for the 2015–
2017 time period. An over-the-period gain of 156,535 jobs are projected to be gained over the
projected years (2015 Quarter 3 to 2017 Quarter 2). In the current projection period, the rate of
growth for total employment is 2.84 percent.
The overall employment situation in Arizona continues to improve. This is consistent with
improvement seen in many economic indicators, including population growth. Population grew
faster in 2015 at 1.37 percent compared to 2014, based on EPS ADOA population estimate
numbers. Population is projected to grow at 1.6 percent in 2016 and 1.7 percent in 2017.
Arizona has recovered 100 percent of jobs shed since the prerecession peak as of February 2016.
However, the recovered gains were not equally shared among all industries or all substate areas.
Trade, Transportation and Utilities; Natural Resources and Mining; Manufacturing; Construction;
and Other Services are still recovering jobs shed. Phoenix Metropolitan Statistical Area (MSA)
and Flagstaff MSA have both fully recovered the number of jobs shed while Yuma, Prescott,
Tucson, and Lake Havasu-Kingman MSAs are still in the process of recovery. The steady growth
was driven by continued expansion in two industries: Professional and Business Services and
Education and Health Services. We expect the solid growth to continue in Arizona. Employment
is expected to grow at the rate of 2.84 percent during the two-year projection period. Eleven major
sectors are expected to grow from 2015 Q3–2017 Q2. Arizona has historically (1993–1999, 2004–
2006) seen stronger Nonfarm employment growth rate than what has been observed in recent
years. Although Nonfarm employment has grown in both absolute and relative terms since the
recession, this recovery seems weak when examined in the historic context.
Compared to prior recessions, the slower employment recovery is in large part due to lack of new
construction and a longer period of economic decline. However, the economic fundamentals
continue to improve. Both the U.S. and Arizona unemployment rates continue to decline.
Arizona continues to operate under conditions of military program funding. Various economic
sectors have felt the effects of the state’s dependence on defense-related industries. Federal
government military expenditures continued to decrease while civilian real expenditures increased
in 2015.
Factors supporting Arizona’s economic growth


Continued improvement in real Gross Domestic Product (GDP), real personal income,
employment and retail sales at the state and national levels.



Consumer spending saw the largest jump in six years.



Sustained growth in total wages and salaries.

1

This section has been provided by the Arizona Department of Administration, Office of Employment and Population
Statistics.

25



Continued increases in private sector employment, increases in private domestic investment,
increases in the index of industrial production and rate of capacity utilization, high levels of
corporate profit and a gradual resurgence in private residential construction permits.



In 2015, the increase in domestic investment spending is anticipated to begin reducing the
amounts of accumulated corporate cash holdings.



Growth in real GDP, real personal income, employment and retail sales.



Continued declines in the U.S. and Arizona unemployment rates.



Labor force participation rates increased while unemployment levels have declined.



Residential and commercial real estate markets in Arizona and Phoenix metropolitan area have
shown improvement.



Arizona outpaced U.S. in population, nonfarm employment and real personal income growth
in 2015.



Household net worth and U.S. exports continue to increase.



The residential real estate market in Arizona and Phoenix metropolitan area has shown
improvement. Home prices have improved but are still roughly 10 percent off peak
prerecession prices. Increases in the construction of primarily apartments, office buildings,
and limited single family homes have been observed. Commercial real estate is gradually
improving with lower vacancy rates, higher rental rates and lower rates of default and
delinquency in mortgage loans.



Growth in non-revolving consumer credit levels have been serving as an impetus to expanding
economic activity. Consumer spending has improved. Banks are gradually relaxing their
lending requirements. Mortgage rates are low. Bank delinquency and default rates on
consumer credit are declining.

Some factors that could further dampen the growth of the local economy are given below.
However, the positive factors listed above outweigh the uncertainties in the sections described
below in support of our projection:


Arizona’s manufacturing sector endured a tumultuous 2015 with slow global growth, lower
commodity prices, and a relatively strong dollar.



Despite some increase in disposable income from lower gas prices, constrained budgets persist
for a large majority of households. Real median household income in U.S. and Arizona is
below the peak level prior to the 2007 recession.



Arizona’s mining sector has seen sharp declines due to a slowdown in world commodities
markets.

26



Arizona’s economy has been historically dependent on population growth. Population growth
in the state (1.4 percent in 2015) has been below the growth rate observed historically, limiting
the additional demand created for goods and services. In-migration, both domestic and
international, to the state has declined over time.

Arizona Industry Employment Projections (2015–2017)
During the two-year projection time period, five sectors are projected to grow at a faster rate than
the overall total employment rate of 2.84 percent, and six sectors are expected to grow at a slower
rate. The major sectors with higher expected growth rate are Construction (6.66 percent),
Professional and Business Services (4.36 percent), Financial Activities (3.74 percent), Leisure and
Hospitality (3.47 percent), and Information (3.27 percent). The major sectors expected to grow at
a slower rate than Nonfarm employment are Education and Health Services (2.74 percent) Trade,
Transportation, and Utilities (2.24 percent), Unclassified (2.18 percent), Other Services (1.21
percent), Manufacturing (0.66 percent), Government (0.18 percent), and Natural Resources and
Mining (-2.74 percent).
Professional and Business Services (PBS): The PBS sector is projected to have an increase of
34,902 jobs (4.4 percent) over the two-year projection period. The Administrative and Support
and Waste Management and Remediation Services subsectors are expected to have the largest job
gains (24,285 jobs, 5.1 percent) over the projection period. Job gains are projected in the subsectors of Professional, Scientific and Technical Services and Management of Companies and
Enterprises.
Educational and Health Services (EHS): The EHS sector is projected to gain 31,428 jobs (2.7
percent) over the projection period. Increases are expected in all subsectors of Health Care and
Social Assistance with the largest projected employment increase in Social Assistance.
Demographic changes coupled with state and federal spending associated with the ACA is likely
to increase employment growth in these subsectors.
Trade, Transportation and Utilities (TTU): The TTU sector is projected to gain 23,414 jobs
(2.2 percent) over the two-year period. Retail Trade is expected to have the most employment
gains within TTU subsectors projecting gains. Fewer gains are projected in Wholesale Trade and
Transportation, Warehousing and Utilities. Utilities is expected to see a small gain of 255 jobs
over the two-year period and Transportation and Warehousing is projected to gain 4,445 jobs as a
result of overall economic growth.
Leisure and Hospitality (L&H): The L&H sector is projected to gain 22,594 jobs (3.5 percent)
over the two-year period. The largest projected job gain is expected in the Food Services and
Drinking Places sub-sector with 15,800 jobs (3.6 percent). Fewer gains are projected in the subsectors of Accommodations and Arts, Entertainment and Recreation. An improving economy,
tourism, and population increases are expected to bolster employment in the L&H sector.
Construction: This sector is projected to gain 17,731 jobs (6.7 percent) over the two-year period.
Specialty Trade Contractors is expected to have the largest employment gain at 16,602 jobs (9.1
percent). Home repair and maintenance, rising building permits, and population growth are factors

27

that support some growth in this sector. Heavy and Civil Engineering Construction is the only
Construction sub-sector with projected job losses from 2015 to 2017.
Financial Activities (FA): Projected employment growth in FA over the two-year period is
expected to increase by 14,407 jobs (3.7 percent). Finance and Insurance sub-sectors are expected
to see the largest gains in the Financial Activities industry with an increase of 12,512 jobs (4.3
percent). Insurance Carriers, Credit Intermediation, and Real Estate are expected to see the largest
gains.
Unclassified: Projections indicate a gain of 6,390 jobs (2.2 percent) over two years.
Information: This sector is projected to have a gain in employment of 3,099 jobs (3.3 percent)
over two years. The largest job gains are projected in the Telecommunications sub-sector.
Manufacturing: This sector is projected to have an employment increase of 2,066 jobs (0.7
percent) over two years. Growth is projected in both Durable Goods and Nondurable Goods.
Gains in Durable Goods are expected from Fabricated Metal Products and other unreported
sectors.
Other Services (Except Government) (OS): OS is projected to gain 1,765 jobs (1.2 percent) over
two years. An improving economy with gradually rising levels of business and consumer spending
is projected to bolster the demand and employment for the services provided by this sector.
Government: Government is projected to have a small gain of 554 jobs (0.2 percent) over the
two-year period. All subsectors except federal (state and local government) are expected to have
gains over the two-year period.
Natural Resources and Mining (NRM): The NRM sector is projected to lose 1,821 jobs (-2.7
percent) over the two-year period.
Conclusion
Arizona is projected to gain 156,535 jobs over the two projected years (2015 Quarter 2 through
2017 Quarter 2). This represents a growth rate of 2.84 percent over the two projected years. This
is consistent with improvement seen in other economic indicators.
In February of 2016, Arizona recovered 100 percent of the jobs shed from the prerecession peak.
Many economic fundamentals in Arizona continue to improve. Eleven of the twelve major
sectors are expected to grow over the two projected years. Home prices continue to increase but
are still roughly 10 percent below prerecession peak levels. Population is expected to grow
gradually through 2016.
Eleven of the major sectors of the Arizona economy are projected to gain jobs during the 2015–
2017 projected time period. Professional and Business Services (34,902 jobs), Educational and
Health Services (31,428 jobs), Trade, Transportation and Utilities (23,414 jobs), Leisure and
Hospitality (22,594 jobs), and Construction (17,732 jobs). Smaller gains are projected in these
sectors: Unclassified (6,390 jobs), Information (3,099 jobs), Manufacturing (2,066 jobs), Other
28

Services (1,765 jobs), and Government (554 jobs). Natural Resources and Mining is the only
major sector that is expected to see a loss (-1,821 jobs).
Some sectors are projected to have a higher employment growth rate while others have a lower
rate when compared to the overall employment growth rate of 2.84 percent. The growth rate over
the 2015–2017 projected period for the five sectors projected to grow at a faster rate than the
overall employment rate in descending order of magnitude are Construction (6.7 percent),
Professional and Business Services (4.4 percent), Financial Activities (3.7 percent), Leisure and
Hospitality (3.5 percent), and Information (3.3 percent). The remaining six sectors projected to
grow at a slower rate than Nonfarm employment are Education and Health Services (2.7 percent),
Trade, Transportation, and Utilities (2.2 percent), Unclassified (2.2 percent), Other Services (1.2
percent), Manufacturing (0.7 percent) and Government (0.2 percent). Natural Resources and
Mining is expected to show a decline of -2.7 percent.
Although Arizona’s economy continues to feel some after effects of policies that were enacted
post- recession, the major impacts of these policies are behind us and federal government spending
cuts do not appear to be a strong drag on the economy. Compared to prior recessions, the weak
employment recovery is in large part due to lack of new construction. However, economic
fundamentals continue to improve.
There are many positive indicators suggesting improvement in the overall economy and this
momentum will continue through 2017. Nonfarm employment is rising modestly and more
workers are returning to participate in the labor force. Economic indicators such as: GDP,
employment, industrial production, wholesale and retail sales, capacity utilization rate, household
net worth, income levels, consumer spending, residential real estate markets, and private domestic
investment are showing improvements since the recession.
Despite some job growth and lowering in the unemployment rate, many consumers both in the
U.S. and Arizona continue to face employment insecurity, lower wages, and high debt.
Constrained budgets persist for a large majority of households inhibiting their spending ability.
The lower gas prices are expected to provide some relief and increase the disposable household
income. Federal, state, and local governments face headwinds regarding budget uncertainty.
Uncertainty causes challenges in investment as assessment of effective demand in the economy
become difficult. Although the U.S. exports are growing, a rising dollar could hurt exports. On
the positive side, it is expected to make imports cheaper and help control inflation.
There are also risks associated with uncertainties as mentioned above, but we believe the positive
factors listed above outweigh the uncertainties in support of our projections.

29

Section 6 – Statistics
ARIZONA DEPARTMENT OF ECONOMIC SECURITY
Comparison between Arizona and United States Population
For Calendar Years Ended December 31
(2015 is the most recent data available)
Table 1

Year

Arizona
Population

United States
Population

Percentage
Change
In Arizona
Population

Percentage
Change
in U.S.
Population

2006

6,116,409

298,379,912

3.2

1.0

2007

6,274,981

301,231,207

2.6

1.0

2008

6,368,649

304,093,966

1.5

1.0

2009

6,389,081

306,771,529

0.3

0.9

2010

6,401,569

309,326,295

0.2

0.8

2011

6,438,178

311,582,564

0.6

0.7

2012

6,498,569

313,873,685

0.9

0.7

2013

6,581,054

316,128,839

1.3

0.7

2014

6,667,241

318,857,056

1.3

0.9

2015

6,758,251

321,418,821

1.4

0.8

Sources: Arizona estimates were provided by the Arizona Department of Administration, Office of Employment and Population
Statistics; U.S. estimates were provided by the by U.S. Census Bureau.
Note: The information contained in the sources used for this table is continuously revised, and, accordingly, the amounts in the
above table have been revised. Therefore, amounts presented may not match the amounts reported for prior years.

Percent Change

Population Growth
3.5%
3.0%
2.5%
2.0%
1.5%
1.0%
0.5%
0.0%
2006

2007

2008

2009

2010

2011

Calendar Year

Arizona

30

U.S.

2012

2013

2014

2015

ARIZONA DEPARTMENT OF ECONOMIC SECURITY
Comparison between Arizona and United States per Capita Income
For Calendar Years Ended December 31
(2015 is the most recent data available)
Table 2

Year

Arizona Per
Capita Income

U.S. Per
Capita Income

Percentage
Change in Arizona
Per Capita Income

Percentage
Change in U.S.
Per Capita Income

2006

34,814

38,127

7.4

6.2

2007

35,860

39,804

3.0

4.4

2008

35,772

40,873

-0.2

2.7

2009

33,995

39,379

-5.0

-3.7

2010

33,993

40,144

0.0

1.9

2011

35,512

42,332

4.5

5.5

2012

36,624

44,200

3.1

4.4

2013

36,983

44,765

1.0

1.3

2014

37,895

46,129

2.5

3.0

2015

39,060

47,669

3.1

3.3

Source: U.S. Department of Commerce, Bureau of Economic Analysis.
Note: No figures in the table above have been revised.
Definitions: Per capita personal income is equal to personal income divided by the population.
Personal income is the income received by a single individual. It includes compensation, interest, and dividends.
For more information, go to http://www.investopedia.com/terms/p/personalincome.asp#axzz2CQSD5Y2y.

Percent Change

Change in Per Capita Income

10.0%
8.0%
6.0%
4.0%
2.0%
0.0%
-2.0%
-4.0%
-6.0%
2006

2007

2008

2009

2010

2011

Calendar Year

Arizona

31

U.S.

2012

2013

2014

2015

ARIZONA DEPARTMENT OF ECONOMIC SECURITY
Expenditures by Funding Source
(Governmental Funds and Unemployment Insurance Benefits)
For Fiscal Years Ended June 30
Table 3

Year

State Funds

Federal Funds

Other Funds

Total Funds

2007

734,043,579

1,498,649,185

943,064,161

3,175,756,925

2008

801,862,086

1,703,396,765

1,080,817,875

3,586,076,726

2009

705,314,168

2,359,577,901

1,540,321,161

4,605,213,230

2010

512,735,693

3,804,712,359

1,667,553,184

5,985,001,236

2011

579,759,832

3,701,195,606

1,341,056,629

5,622,012,067

2012

604,219,713

3,293,038,152

1,277,799,638

5,175,057,503

2013

629,865,944

2,966,252,807

1,220,146,970

4,816,265,721

2014

712,154,746

2,601,376,328

1,340,970,358

4,654,501,432

2015

509,521,850

2,050,920,455

1,221,030,446

3,781,472,751

2016

522,466,498

2,084,020,593

1,245,194,037

3,851,681,128

Source: The Arizona Department of Economic Security Financial Statements.
Note: The Federal Funds amounts include amounts for SNAP benefits distributed.

32

ARIZONA DEPARTMENT OF ECONOMIC SECURITY
Revenues by Funding Source
(Governmental Funds and Unemployment Insurance Benefits)
For Fiscal Years Ended June 30
Table 4

Year
2007

State
General Fund
Appropriations
738,670,201

Federal
Financial
Assistance
2,105,465,538

Employers’
UI
Contributions
322,919,404

Interest on
Investments
48,568,677

Other
75,508,022

Total
3,291,131,842

2008

796,735,199

2,313,806,342

300,370,732

52,175,707

45,081,303

3,508,169,283

2009

686,602,626

3,102,226,928

268,808,745

40,829,934

114,566,869

4,213,035,102

2010

518,620,000

4,588,870,453

355,638,066

10,776,494

108,314,873

5,582,219,886

2011

550,548,801

4,414,792,386

414,044,300

977,582

55,876,445

5,436,239,514

2012

597,429,200

3,972,085,235

437,052,743

1,129,695

154,992,653

5,162,689,526

2013

618,246,400

3,694,568,412

444,818,667

4,008,883

161,017,989

4,922,660,351

2014

700,910,900

3,436,728,776

455,978,607

-1,502,163

91,741,898

4,683,858,018

2015

482,587,200

2,959,753,512

462,869,933

856,713

75,765,893

3,981,833,251

2016

523,934,200

2,814,650,216

482,955,379

1,276,079

72,135,929

3,894,951,803

Source: The Arizona Department of Economic Security Financial Statements.
Note: The Federal Financial Assistance amounts include amounts for SNAP benefits distributed.

Fiscal Year

Revenues by Funding Source (in millions)
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
0

1,000

2,000

3,000

4,000

5,000

Dollars

State General Fund Appropriations

Federal Financial Assistance

Employers' UI Contributions

Interest on Investments

Other

33

6,000

ARIZONA DEPARTMENT OF ECONOMIC SECURITY
Comparison between Arizona and United States Unemployment
For Calendar Years Ended December 31
(2015 is the most recent data available)
Table 5

Year

Number of
Unemployed
in Arizona

Number of
Unemployed
in U.S.

Unemployment
Rate Arizona
(%)

Unemployment
Rate U.S.
(%)

2006

122,100

7,001,000

4.1

4.6

2007

118,100

7,078,000

3.9

4.6

2008

192,400

8,924,000

6.2

5.8

2009

320,400

14,265,000

10.3

9.3

2010

319,800

14,825,000

10.4

9.6

2011

285,600

13,747,000

9.5

8.9

2012

249,500

12,506,000

8.3

8.1

2013

227,600

11,460,000

7.5

7.4

2014

207,900

9,617,000

6.7

6.2

2015

190,300

8,296,000

6.1

5.3

Note: 2015 figures are new. Arizona figures for 2006–2014 have been revised. U.S. figures have not changed.
Sources: Arizona: Office of Employment and Population Statistics, Arizona Department of Administration.
United States: Department of Labor, Bureau of Labor Statistics (BLS).
Definitions: A person is unemployed if he or she has no job but is looking for work.
The unemployment rate is the number of unemployed as a percentage of the labor force.
The labor force is the sum of the employed and the unemployed.
For more information go to www.laborstats.az.gov

Percent Change

Population Growth
3.5%
3.0%
2.5%
2.0%
1.5%
1.0%
0.5%
0.0%
2006

2007

2008

2009

2010

2011

Calendar Year

Arizona

34

U.S.

2012

2013

2014

2015

ARIZONA DEPARTMENT OF ECONOMIC SECURITY
Unemployment Insurance Financial Transaction Summary
For Fiscal Years Ended June 30
Table 6

Year

Total Employers’
Contributions

Total Benefits
Paid

Fund
Balance

2007

330,183,208

246,783,048

1,029,325,981

2008

309,214,081

354,892,511

1,032,075,498

2009

276,732,990

1,061,358,568

602,590,236

2010

339,745,124

2,123,766,228

16,689,508

2011

412,472,497

1,684,068,675

16,864,876

2012

434,253,686

1,053,948,338

4,113,696

2013

446,578,260

654,321,961

14,944,329

2014

458,133,325

447,350,166

8,244,046

2015

463,467,338

320,502,958

135,097,528

2016

484,087,186

288,551,728

332,677,410

Source: The Arizona Department of Economic Security, Unemployment Insurance Financial Transaction Summary Report.
Note: The total benefits paid amount for all fiscal years has been adjusted to include interstate benefits.

Unemployment Insurance Contribution to Benefits and Fund Balance
(in millions)
2,500

Dollars

2,000
1,500
1,000
500
0
2007

2008

2009

2010

2011

2012

2013

2014

2015

Fiscal Year

Employers' Contributions

35

Benefits Paid

Fund Balance

2016

ARIZONA DEPARTMENT OF ECONOMIC SECURITY
Supplemental Nutrition Assistance Program (SNAP) Benefit Participants
For Fiscal Years Ended June 30
Table 7

Year

Average
Monthly
Number of
Households

Average
Monthly
Number of
Persons

Average
Monthly
Allotment
Per Household

Average
Monthly
Allotment
Per Person

Average
Monthly
Benefits
Distributed

2007

218,598

537,072

238.18

97.10

52,150,403

2008

246,767

600,549

244.49

100.44

60,340,187

2009

313,126

752,772

277.44

115.41

86,875,088

2010

422,583

986,413

302.07

129.41

127,649,820

2011

458,580

1,049,522

291.35

127.30

133,607,965

2012

484,785

292.40

126.22

141,752,178

2013

479,386

1,116,068

288.90

124.09

138,493,811

2014

460,320

1,070,674

276.45

118.86

127,257,464

2015

448,754

1,027,845

273.06

119.22

122,535,437

2016

434,328

980,536

272.06

120.51

118,162,179

1,123,068

Source: The Arizona Department of Economic Security, Division of Benefits and Medical Eligibility, Family Assistance
Administration.
Note: The information contained in the sources used for this table has been revised to reflect most current data. Therefore, amounts
presented may not match the amounts reported for prior years.

36

ARIZONA DEPARTMENT OF ECONOMIC SECURITY
Temporary Assistance for Needy Families Cash Assistance
For Fiscal Years Ended June 30
Table 8

Year

Average
Monthly
Number of
Cases

Average
Monthly
Number of
Recipients

Average
Monthly
Payment
Per Case

Average
Monthly
Payment
Per Recipient

Average
Monthly
Payments

2007

37,616

82,408

275.83

125.90

10,375,533

2008

37,030

80,221

274.59

126.75

10,167,799

2009

38,467

83,969

258.19

118.28

9,931,702

2010

37,779

82,127

213.21

98.08

8,054,784

2011

19,827

44,842

212.42

93.92

4,211,688

2012

17,310

39,194

208.89

92.26

3,615,885

2013

17,203

39,050

204.89

90.26

3,524,770

2014

14,621

32,888

203.82

90.61

2,980,065

2015

12,269

27,272

203.00

91.32

2,490,483

2016

10,192

22,171

201.89

92.81

2,057,745

Source: The Arizona Department of Economic Security, Division of Benefits and Medical Eligibility, Family Assistance
Administration.
Note: Effective July 2010, the maximum state time limit to receive monthly Cash Assistance benefits was reduced to 36 months.
Effective August 2011, the maximum state time limit to receive monthly Cash Assistance benefits was further reduced to 24 months.

Cases

Average Monthly Number of Cases
45,000
40,000
35,000
30,000
25,000
20,000
15,000
10,000
5,000
0
2007

2008

2009

2010

2011

2012

Fiscal Year

37

2013

2014

2015

2016

ARIZONA DEPARTMENT OF ECONOMIC SECURITY
Temporary Assistance for Needy Families Cash Assistance
For Fiscal Years Ended June 30
(Continued)

38

ARIZONA DEPARTMENT OF ECONOMIC SECURITY
Jobs Program
Comparison of Participants and Participants Employed
For Fiscal Years Ended June 30
Table 9

Year

Number of
Participants

Total Employed

Percentage Retained
Employment for at Least 90 Days

2006

53,377

21,067

48

2007

42,405

16,780

37

2008

46,558

18,101

33

2009

53,800

13,097

27

2010

46,010

8,416

45

2011

31,380

7,052

40

2012

29,643

6,662

18

2013

24,741

7,098

66

2014

22,601

5,024

75

2015

17,967

4,755

49

2916

13,226

4,099

57

Source: The Arizona Department of Economic Security, Division of Employment and Rehabilitation Services, Workforce
Administration.

60,000

80%
70%
60%
50%
40%
30%
20%
10%
0%

50,000
40,000
30,000
20,000
10,000
0
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Fiscal Year

Number of Participants

Employed

39

Retained after 90 Days

Percentage Retained

Number of Participants

Jobs Program Participants Employed to the Percentage Retained

ARIZONA DEPARTMENT OF ECONOMIC SECURITY
Child Support Services Collections
For Fiscal Years Ended June 30
Table 10

Year

TANF
Collected
for Arizona

TANF
Collected
for Other
States

Non-TANF
Collected
for Arizona

Non-TANF
Collected
for Other
States

Non-IV-D
Collected

Total
Collections

2008

33,362,400

5,926,800

291,069,400

19,853,500

332,425,300

682,637,400

2009

31,337,600

7,402,700

294,618,000

27,266,400

328,738,000

689,362,700

2010

25,854,600

7,086,300

299,449,600

28,356,400

321,096,000

681,842,900

2011

21,248,700

6,757,400

301,646,700

29,625,500

329,574,400

688,852,700

2012

19,651,800

6,679,900

304,956,800

30,516,200

340,901,500

702,706,200

2013

17,557,700

6,604,800

305,361,400

32,124,800

350,691,200

712,339,900

2014

15,890,900

6,188,400

302,955,000

31,417,800

358,270,300

714,722,400

2015

13,248,300

6,001,000

299,959,600

30,582,700

359,527,200

709,318,800

2016

11,530,200

5,675,700

300,488,800

29,512,600

354,966,800

702,174,100

Source: The Arizona Department of Economic Security, Division of Child Support Services.

40

Child Support Services Collections (in millions)
800
700

600

Dollars

500
400
300
200

100
0
2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

Fiscal Year

IV-D TANF Collected for Arizona $

IV-D TANF Collected for Other States $

IV-D Non-TANF Collected for Arizona $

IV-D Non-TANF Collected for Other States $

Non-IV-D Collected $

41

Equal Opportunity Employer/Program • Under Titles VI and VII of the Civil Rights Act of 1964
(Title VI & VII), and the Americans with Disabilities Act of 1990 (ADA), Section 504 of the
Rehabilitation Act of 1973, the Age Discrimination Act of 1975, and Title II of the Genetic
Information Nondiscrimination Act (GINA) of 2008; the Department prohibits discrimination in
admissions, programs, services, activities, or employment based on race, color, religion, sex,
national origin, age, disability, genetics and retaliation. The Department must make a reasonable
accommodation to allow a person with a disability to take part in a program, service or activity.
For example, this means if necessary, the Department must provide sign language interpreters for
people who are deaf, a wheelchair accessible location, or enlarged print materials. It also means
that the Department will take any other reasonable action that allows you to take part in and
understand a program or activity, including making reasonable changes to an activity. If you
believe that you will not be able to understand or take part in a program or activity because of your
disability, please let us know of your disability needs in advance if at all possible. To request this
document in alternative format or for further information about this policy, contact 602-542-3882;
TTY/TDD Services: 7-1-1. • Free language assistance for DES services is available upon request.
• Ayuda gratuita con traducciones relacionadas a los servicios del DES está disponible a solicitud
del cliente.

42