Message from Director Cummiskey:
Fiscal year 2006 was an active year for GITA. A major milestone is the
10-year extension of the agency, signed by Governor Napolitano, which
allows GITA to continue its strategic role in advancing innovation,
technology, telecommunications, and digital government.
In addition, the State saw the implementation of Governor
Napolitano’s vision for using information technology (IT) to increase
government efficiency and access to online resources within State
agencies. Important initiatives such as Arizona 2-1-1 Online and the
Health-e Connection Roadmap are just a couple of the major initiatives
of FY 2006.
In FY 2007, GITA will continue its efforts to coordinate and guide the
development of IT in Arizona government. Priorities for 2007 include
an emphasis on advancing e-government services, increasing IT security
and privacy, and promoting target technologies and an enterprise
framework for State IT.
This Statewide Strategic IT Plan encourages a proactive approach to
technology.

Chris Cummiskey
Director, State CIO
Government Information Technology Agency

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Table of Contents
Executive Summary........................................... 3
State of Arizona's Information Technology Vision ... 5
Core Values & Guiding Principles ......................... 6
Arizona Statewide IT Goals ................................. 7
Goal
Goal
Goal
Goal
Goal

1:
2:
3:
4:
5:

Secure Information and Data .............. .8
Accessible Government ..................... 13
Growth of State Economy.................. 16
Efficient Government. ....................... 23
Effective Government. ...................... 25

Summary of Executive Agency IT Plans .............. 29
Summary of Executive Agency IT Trends ............ 30
Summary of Executive Agency IT Issues ............. 34
Agency IT Goals & Objectives............................ 35
Agency IT Plan Synopsis .................................. 38
Findings from Agency IT Plans........................... 40
Recommendations based on Agency IT Plans……....42

APPENDIX A State Agencies by Group………………......42
APPENDIX B Active IT Projects in AZ…………………......45

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EXECUTIVE SUMMARY
In 2006, many agencies are utilizing Information Technology (IT) to maximize public
value by making their services more efficient, useful, responsive and accessible. Egovernment is driving changes within Arizona state operations forward by providing
online access to government information and services. The Internet allows citizens
to interact directly with government; bypassing the time and effort of traveling to
government offices.
In her 2006 State of the State address, Governor Janet Napolitano declared, “In
Arizona we are showing what matters is smart government, efficient government, and
effective government. We’re shifting resources from government waste and
inefficiency to government productivity“. This message sets forth a vision for
improving both the quality of life and the business climate within Arizona.
The 21st century has initiated a new era in secure information technology. State
agencies not only directly serve citizens through their websites but are starting to
consolidate and share resources among themselves by aggregating networks
and consolidating information sources through web portals. Many agencies are

In the past,
agency
personnel and
business
organizations
were
customers;
however, now
the state’s
definition of
customer has
expanded to
include its
citizens…

caught in a conundrum of competing needs: shrinking budgets, heightened concerns
regarding IT security, customer demands for increased access to government
services online, and a lack of technical staff to administer IT.
A key component of e-government today is the important element of secure
communications. Viruses and worms can bring the Internet, computer resources,
and business with it to a standstill; while identity theft and privacy concerns are now
important issues as well. Technology has become a strategic resource but it can
also be a tactical vulnerability. Efforts are being focused on IT security, through
continuity of government and business continuity planning, and the development of
secure interoperable first responder systems throughout the state in coming years.
Two important health initiatives reflect the growing emphasis on public service by
government agencies; namely, Arizona Health-e Connection and Arizona 2-1-1
Online. The Arizona Health-e Connection initiative generated a roadmap in
preparation for a federal program to automate health records and services

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nationwide over the next decade. This roadmap provides a path for the
advancement of e-health and data exchange in Arizona in order to realize cost
efficiencies and improvement in quality of care. The second initiative, Arizona 2-1-1
online, developed and implemented a website at www.az211.gov to aid in
identification of resources for childcare, jobs, healthcare and insurance. In addition,
in times of emergency or disaster, state and local emergency bulletins and alerts are
posted online on the website. Formation and activation of 2-1-1 call centers for
response to emergency situations is ongoing.
Communications across the state are being enhanced through the use of broadband.
Furthermore, the increasing sophistication and sheer numbers of Internet users
necessitates improved functionality and capacity at all state websites along with
richer e-government services. The growing computer knowledge on the part of
the public influences government by propelling movement towards more egovernment services. Much more than information is being transmitted as these
factors necessitate additional sensitive data; e.g., financial transactions are now
conducted on the Internet. Arizona has been at the forefront of e-government
services development, especially online licensing.
Timely and accurate communication of critical information plays an integral
part in keeping Arizona safe from both natural and man-made disasters. When
such disasters do occur, communication plays an even greater role in mitigating the
impact of the disasters. The State is leading efforts to prevent and respond to threats
against Arizona citizens, employees, and its assets. The development of the Arizona
2-1-1 Online website is a key example of Arizona’s response to these efforts.
This statewide plan identifies and elaborates on the strategic IT goals for FY 2007
based largely on an extraction of executive agency IT goals from last year combined

Accomplishing the
goals of Arizona’s
IT vision will
require effective
planning based
upon defined
standards and
processes and
utilizing
meaningful
metrics.

with the Governor’s statewide goals. Discussions with stakeholders and the
Information Technology Authorization Committee (ITAC) have also revealed
concerns, issues and suggested directions for the future. These goals are long-term
and may not be accomplished in a single year; hence the focus on last year’s goal
accomplishment and subtle deviations from those objectives. Furthermore, state

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core values and guiding principles have laid the foundation for the overall focus and
emphasis of five adopted goals.
State executive agencies’ FY 2004 – 2006 IT plans have been summarized in terms
of trends, issues, goals and objectives in the formation of this document. The
statewide strategic IT plan consolidates agency trends and identifies strategic IT
goals for the next three years. Reordering of last year’s statewide IT goals was the
result of new statewide emphasis on security and agency focus on the Internet and
e-government. Recommendations are also made based on review of the agencies’
IT plans at the end of this document. Through successful IT planning, the State will
reap the benefits of agency IT programs that play a more cohesive role in agencies’
fulfilling their missions and future visions.

STATE OF ARIZONA'S IT VISION
“A thriving economy means an economy that takes advantage of the jobs and
technology of the future. If we want Arizona to be the high-tech powerhouse it can be,
we need to invest in the research and innovation that will produce it.” Governor Janet
Napolitano, State of the State speech January 2006
Arizona’s IT vision is based on the technology of the future and the use of technology
as a tool to improve processes, share information, and deliver timely services.
Economic growth expands opportunities. The sharing of IT resources enables
agencies with finite time, money, and personnel to deliver services more efficiently and
more effectively. Technology services and initiatives must be driven by demonstrating
a maximization of benefits through economies of scale.

GITA’s Core Values
Integrity
Right to privacy
Freedom of access
Cooperation

Accomplishing the goals of Arizona’s IT vision will require effective planning based

Respect

upon defined standards and processes and utilizing meaningful metrics. This

Quality

Statewide Strategic Information Technology Plan communicates key goals for guiding

Efficiency

Arizona State government’s IT future.
GITA’s mission within the state of Arizona is to promote “partnering with state agencies
and private sector organizations to improve technical and human information
technology capabilities, to efficiently add value and improve delivery of public services
for the people of Arizona.” As an enabling tool, GITA’s vision is “the advancement of

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quality, productivity, and governance through creative process improvement driving
Arizona as a model of accountability in managing and measuring value-added results.”
This vision includes the following guiding principles:


Strong partnerships and alliances with agencies and vendors;



Leveraging resources and information;



Customer-oriented and continuing service process improvements;



An emphasis on cost-effectiveness, return on investment, and business
process improvements;



Consistent policies and standards, using industry-accepted professional tools
and practices to improve quality and efficiency;



Focus on the future promise of technology combined with an understanding of
the present capabilities and limitations.

ARIZONA’S CORE VALUES
Values influence how decisions are made, reflecting which qualities are held important,
how the world is viewed and what beliefs are significant. The core values for GITA and
the state of Arizona are as follows:
Integrity – honesty, fairness, and accountability.
Right to privacy – State government holds information, which is private; unauthorized
release of that data is a violation of the public trust.
Freedom of access – citizens have a right to ease of access to public information
within the constraints of privacy and confidentiality.
Cooperation – cooperation between political entities and the private sector is
fundamental to effective use of technology.
Respect – all individuals and organizations deserve our respect.
Quality - high caliber of state IT systems and services is one of our fundamental
objectives.
Efficiency - State government should constantly strive to improve its efficiency.

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ARIZONA STATEWIDE IT GOALS
The information technology goals promulgated in the past two years, and continuing
this year, reflect the desired end result of using IT in targeted areas over the next
decade. They set the strategic direction for the State of Arizona in 2006 and years to
come. Agency IT plans have reflected these goals to one extent or another, as
summarized in the final section of this plan. Each year the statewide IT goals are
derived from the Governor’s State of the State address and the trends, issues and
agency goals & objectives as reported in their annual IT plans.
In addition, meetings with stakeholders and other initiatives influence the overall
direction from one year to the next. Performance measures are assessed annually to
quantify overall progress on these far-reaching goals, some of which are operational
in nature. Governor Napolitano has emphasized five long-term issues for 2006;
namely, building the new Arizona economy, supporting children and education,
assisting seniors, ensuring homeland security and enhancing efficiency of
government.
For FY 2007, GITA is envisioning continuation of the previous year’s five statewide
strategic IT goals with a renewed focus on homeland security, state economic
growth, and revived interest in efficient government.
1. Secure Information & Data: increasing both IT privacy and security for Arizona
citizens by protecting state government information, strategic IT assets, and
personnel.

“Any e-government
initiative should be
based upon
principles of
convenience,
efficiency, security,
accessibility…”

2. Accessible Government: making services more accessible to citizens and state
agencies by providing convenient access to information and services using egovernment solutions.
3. Growth of State Economy: enhancing economic development for the State of
Arizona through application of information technology.
4. Efficient Government: sharpening efficiencies and augmenting quality of life for
Arizona citizens through leveraged common IT resources and an IT infrastructure
employing an enterprise perspective.
5. Effective Government: strengthening quality products and faster services by
improving internal government effectiveness and productivity.

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Working in concert with the executive branch agencies and other stakeholders in the
State, GITA is committed to achieving these goals by adhering to the objectives and
initiatives outlined in this strategic plan. Information technology support for the
executive branch of Arizona should operate as a seamless enterprise delivering
consistent, cost-effective, reliable, accessible and secure services that satisfy the
needs of its diverse public and private customers, including its citizenry, its business
communities and its public sector agencies.

GOAL 1: SECURE INFORMATION & DATA: Increasing both privacy
and security for Arizona citizens by protecting state government information, strategic
IT assets, and personnel.
In her 2006 State of the State Address, Governor Napolitano identified Arizona’s
border security and homeland security as priorities for the state. Information security
and privacy are closely related factors in quality of life for Arizona citizenry.
Communication with the public in times of crisis is equally important. Seamless
communication is central to any crisis response, whether that crisis is a terrorist
attack or a wildfire. Arizona is improving homeland security efforts by using
technology for sharing critical information on physical and cyber threats, upgrading
communications interoperability, and by improving business continuity, disaster
recovery, emergency response planning, and border security.

Information security
and privacy are key
factors in quality of
life for Arizona
citizenry.

Statewide Objectives


Improved IT security at state agencies based upon security awareness training
and adherence to statewide security policies and standards.



Identification of alternate service delivery means, for every critical agency
business function throughout the state, if a natural or man-made disaster disables
regular service delivery.



Update of statewide security policies and standards with best practices relating
to IT operations and architecture in alignment with Homeland Security initiatives.

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

Initiation of a statewide IT disaster recovery plan encompassing all state missioncritical systems.

Statewide Performance measures


Increased IT security standards compliance across state executive agencies from
an overall average of 75 to 80 percent, measured through the application of the
annual self-assessment survey. These surveys placed the large mission-critical
agencies at 82% overall compliance level with statewide standards and at an 82%
compliance specifically with IT security standards. Last year’s goal was to be at
70% security compliance, so it was exceeded by 12%.



Improved business recovery from disaster through business impact analysis,
business continuity planning, training, and identification of key, essential and
critical business functions. The goal was to have 100% of critical business
functions and associated IT processes identified and covered by an IT Disaster
Recovery Plan by close of FY 2006. This stretch goal was not met; however,
nearly 70% of state agencies now have Business Continuity Plans in place which

“Arizona is
improving homeland
security efforts by
using technology for
sharing critical
information…”

includes 97% of the major agencies.


Improved state agency participation in the Statewide Infrastructure Protection
Center (SIPC) to a level of at least 60 percent was the goal for FY 2006, with
increasing percentages over the next five years. SIPC produces alerts on security
threats and vulnerabilities, incident response reports and emergency responses
and vulnerabilities to all subscribers based on a nationwide network. This goal
would have been met had not funding and adequate authority for SIPC been
removed in August 2005. Work is underway to re-activate this important program.



Secure statewide IT infrastructure to protect both privacy and data integrity
through assessment and audit of key agency IT systems to ensure security
standards and procedures are in place. The goal is for self-assessment of the 33
major agencies’ IT processes in 25 different categories ranging from security
plans to enterprise architecture. This goal was met through activation of the

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online TISA application at the GITA website. Only one major agency failed to
complete all 110 questions of the self-assessment survey.


Successful disaster recovery testing of state agencies in simulated emergency
situation. This goal has been met at a handful of agencies but needs to be more
seriously addressed in 2006, especially in the area of backup testing. Although
most major agencies are backing up their information on a daily or weekly basis,
few are actually testing the backup media to ensure that they are recoverable.
Current Initiatives Underway

Business Continuity Planning (BCP): All executive branch agencies are required to
submit Business Continuity Plans as well as test and maintain them. Arizona
Department of Administration (ADOA), Department of Emergency and Military Affairs
(DEMA), and GITA are working together to determine validity and completeness of
the BCPs, identify state IT and disaster recovery vulnerability gaps, delineate data
collection requirements and characterize training needs in support of agencies’ IT
disaster recovery plans. This tri-agency team analyzes the IT security information
collected online through the agency self-assessment survey and generates overall
readiness scores to validate agency BCPs.
In conjunction with these efforts, State CIO Chris Cummiskey participates as a
member of the Governor’s Emergency Preparedness Coordination Council and has
been instrumental in the creation of the IT Security Advisory Committee to identify
and recommend IT security best practices to state agencies. A statewide IT Disaster

Newer technologies
enable people who
are less technical to
spend less time
gathering data and
more time
analyzing
information.

Recovery Plan is also in the works as a result of the preparations for Business
Continuity Planning and IT security standards compliance.
Statewide Infrastructure Protection Center (SIPC): Arizona has implemented a
Statewide Infrastructure Protection Center to send alerts, collect vulnerability
information for prevention efforts, and provide early warnings to state agency
personnel and other government entities of cyber threats, including computer viruses
and network intrusions. As part of the State’s IT security policies and standards,
agency Chief Executive Officers and Chief Information Officers are responsible for

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reporting all cyber threats and intrusions to SIPC. Despite earlier funding cuts, this
important center will hopefully be re-activated before the end of the fiscal year.
Furthermore, the CIO Council and ADOA are developing a statewide incremental
cyber security improvement plan, which includes clarification of roles and
responsibilities for a computer emergency response team and the statewide IT
security management function.
Communications Security: The need to communicate efficiently and securely, when
preparing and responding to emergency situations, is extremely critical for first
responders, state government, and its citizens. Due to the importance of

Data and intellectual
property are the
state’s primary
assets.

communications interoperability to support statewide emergency response, the state
is addressing both long-term microwave (radio and data) infrastructure enhancement
requirements and tactical border radio communications gap closure needs. The
intent is to define a common communications protocol allowing intercommunication
between all of the state, local, federal, and other entities to support planning,
preparedness exercises and respond to and recover from emergencies.
In collaboration with Homeland Security, DPS, DEMA, GITA, and local safety
organizations are providing consulting support services for three-digit N-1-1 “one call”
resource centers; e.g., 2-1-1, 5-1-1, and 9-1-1. Arizona State government
recognizes that an efficient and interoperable information technology infrastructure is
essential for sustaining continuity of government capabilities and improving
collaborative Homeland Security efforts for first responders, emergency
management, citizen safety, welfare, and transportation functions.
2-1-1 Project: The first phase of a statewide 2-1-1 system has been implemented by
Arizona Health Care Cost Containment System (AHCCCS), in conjunction with the
Governor’s Office, as well as the Departments of Economic Security and Health
Services and GITA. The second phase of the system, namely the establishment of
2-1-1 call centers is underway in preparation for the 2006 fire season.
Arizona's 2-1-1 system currently enables easy web searching by the public of a
health care and social services provider database. The website also supports

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searches by information & referral and social service professionals using standard
Alliance of Information & Referral Systems taxonomy categories and codes. The
emergency response components of the system allow posting and searching of
homeland security and bio-terrorism bulletins by county and by city throughout
Arizona.
By the completion of Phase II, anyone in the state will be able to dial 2-1-1 to access
a network of community-based call centers along with the web-enabled database;
thus providing timely information on health care as well as pertinent information in
times of disaster. The second phase of this important three phase system is planned
for interim operation during times when the State Emergency Operations Center is
activated starting in June 2006.
Top Officials (TOPOFF 4) Preparations: A congressionally mandated federal

“Ultimately, the
State will provide
citizens and
businesses with ‘one
face’ to Arizona
government.”

biennial counter-terrorism exercise administered by the Federal Department of
Homeland Security of Office of Domestic Preparedness’ Training & Exercise
Program will be held in three locations in 2007: the states of Oregon, Arizona and
the island nation of Guam. TOPOFF 4 is the fourth such exercise involving
collaboration between state and federal agencies, local jurisdictions, tribal nations,
non-profit organizations, and private sector companies. Due to its size, import, and
international aspects, preparations are underway already. The primary objectives of
the exercise include interoperability, functionality testing of existing emergency
teams, patient distribution and mass casualty plans, protocols, hospital surge
capacities, interagency intelligence and media information sharing processes as well
as business and information systems continuity.
Integrated Criminal Justice: Coordinated efforts with the Arizona Criminal Justice
Commission between the State, local courts and law enforcement agencies are
underway to leverage State assets and information in protection of the citizens of
Arizona.

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GOAL 2: ACCESSIBLE GOVERNMENT: making services more accessible
to citizens as well as the public and private sectors by providing convenient access to
information and services using e-government solutions.
E-government increases the public’s access to government and enables it to run
more efficiently. Government services must be made widely available through
multiple delivery channels. The State’s goal is to provide accessible, reliable, and
cost-effective government services to Arizona’s citizens electronically. As mentioned
in a majority of the agency IT plans, improved access to government services over
the Internet is the primary vehicle envisioned for improving customer service.
Sharing data and services using the Internet indicates a positive trend towards
collaboration among state and local government agencies. The following three
ongoing activities promote Internet accessibility:


Collaboration and communication among agencies and municipalities;



Architecting a framework to support both enterprise and distributed eservices delivery; with emphasis on online licensing;



Development of statewide standards for web-related initiatives;

Arizona @ Your Service (AAYS), a leading-edge web portal offering Arizona citizenry
improved access to government agency information and services over the Internet,
has been in place in Arizona since 2001. The AAYS Portal at
http://az.gov/webapp/portal/ is now the center of the state’s e-government initiative
providing citizens access to Arizona’s government organizations from a single web

One of the state
agencies leading
trends was the use
of the Internet to
provide information
and services…

site. Currently, more than 150 Arizona state, county, and municipal agencies
leverage the capabilities of the AAYS.
Agencies’ business functions are being reviewed to determine the feasibility of
migrating selected functions to the Internet. Many agencies save money and provide
better service by utilizing the proven web application development expertise and
infrastructure of the Portal. GITA provides the services of its webmaster to state
executive agencies both for training and website enhancement services.
The intent is to promote government efficiency and accessibility through the practical
application of technology in support of the Governor’s directive to reduce costs and

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improve service delivery to the public. One of the state agencies’ key trends was the
use of the Internet to provide information and services along with infrastructure
improvement. Sharing data with other agencies was another frequently identified
trend as well as the growing recognition of e-government.

Statewide Objectives


Encourage agency use of the State Web Portal;



Provide a sound business model for online service delivery;



Improve the look-and-feel of the navigation and search capabilities of State
websites;



Enable agencies to use online E-Licensing services;

Statewide Performance Measures


Number of transactions available on the Internet via the web portal. The goal for
FY 2006 was to have at least 65 transactions available on the Internet with an
increase of ten transactions for each succeeding fiscal year. As of March 2006,
there were 78 transactions available on the state web portal, thus exceeding
expectations by 20%.



“The Web Portal
assists citizens by
improving their
access to webenabled services.”

Support agencies in development of online licensing initiatives. The goal for FY
2006 was to have at least 12 agencies providing online license renewal services.
In succeeding years, an increase of ten agencies each year is desired. Thus far
in 2006, there are 15 agencies using various components of the portal for online
licensing.



Promote the use of a standard ‘look-and-feel’ to yield a positive experience for
citizens. The goal for FY 2006 was to have 65 agencies using the standard web
design style guide with an increase of ten agencies in each succeeding fiscal
year. At present, there are 70 agencies using the standard web design style
guide.

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

Number of agencies using the standard Internet designation to the .gov format.
The goal for FY 2006 was to have 100% participation in use of the .gov naming
convention. Although 120 agencies have requested a standard .gov naming
convention, only 90 of them have been implemented so far. The Governor’s
request for a more standard addressing scheme for state agencies is driving this
initiative.

Activities Underway
Notice of Intent (NOI): Governor Janet Napolitano has directed all agencies to
coordinate web development initiatives through GITA. The process of informing
GITA of the web development or maintenance effort is done through the NOI. This
directive is intended to ensure that agencies are:


Employing cost efficient means in deploying all web-related services;



Evaluating and expanding the services offered through the AAYS Portal;



Adhering to published statewide policies and standards;



Maintaining a consistent look-and-feel in the website designs;

Web Portal: Original selection of a business partner for Web Portal development and
maintenance was made in 2001. Presently, this contract has been extended while a
long-term RFP is developed and awarded. Through use of the portal, benefits can
be realized from reengineering and streamlining of business processes. For
example, an agency, attempting to place a paper form online, discovered that a fullscale re-evaluation of their requirements resulted in a far more efficient, cost-effective
process. Moreover, identification of common needs among agencies has identified
new opportunities for a shared component architecture.
Online Licensing: Bolstered by the successes of online renewals for both the
Department of Real estate and the Registrar of Contractors; the Department of
Insurance and other larger agencies are now adding online license renewals. A
common approach for small agencies is currently under development. This new

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application, referred to as the Common Licensing System, facilitates online license
registration, renewal and back-office automation using shared infrastructure
components and services.
Intra-agency efficiencies: As intra-governmental functions are administered online,
government services have become more integrated and efficient in Arizona. One
example is the efficiency achieved by an agency passing data electronically to
another agency instead of using a paper transmittal; this process is underway at
AHCCCS and DES as well as other agencies. This type of electronic data transfer
yields higher accuracy as well as faster delivery. These efficiencies began with
data/information content and common data formatting discussions among
communities of interest.
Agency E-mail Naming standards: As part of Governor Napolitano’s policy regarding
government efficiency, standardization of agency e-mail addresses has been
encouraged. This is a good example of making access easier for citizens. The .gov
naming convention is recommended for all Arizona State agencies, boards and
commissions to standardize web and e-mail addresses, giving citizens the assurance
that they are accessing an official state government website. To preserve the
integrity of the .az.gov name space, .az.gov domains are limited to Arizona
government organizations at the state and local level. In the future,
azagencyname.gov will become the standard for all state agencies.

GOAL 3: GROWTH OF STATE ECONOMY: enhancing economic
development for the State of Arizona through application of information technology.
Governor Janet Napolitano has identified economic development, especially rural
economic development, as one of her top priorities in 2006. Advanced
telecommunications infrastructure is crucial for economic development in Greater
Arizona. Broadband availability helps to break down both time and distance barriers
in conducting business. It is also a key factor in job creation outside the metropolitan
areas. Broadband is defined to be a telecommunications connection of at least 1

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Megabit per second (1 Mbps). Treating telecommunications as a critical state
infrastructure is the first step in support of the Governor’s Council efforts to expand
broadband throughout the State and foster job growth in Arizona’s rural communities.
Such ventures as the Telecommunications Privatization Program, wherein state
agencies will use a common telecommunications infrastructure, and the CANAMEX
Corridor WiFi Implementation are two initiatives already well underway in this area.

In terms of attracting higher wage jobs to Arizona, information technology is itself a
high-tech industry. Arizona must continue to innovate in the area of IT and adopt
industry-wide best practices and standards, if it is to continue to lure business to our

“In the past year,
broadband services
have come
significantly closer
to reality for Arizona
citizens”

state. Moreover, the need for education in key areas of information technology has
been identified repeatedly by state agencies in their IT plans. In fact, during FY 2006
64% of agency objectives listed in the agency IT plans were concerned with staff
training.

Statewide Objectives


Promote sharing and consolidation of telecommunication networks.



Aggregate cross-jurisdictional government needs for broadband services.



Solicit demand through community activism to speed broadband deployment.



Foster competition to encourage better services at lower prices to under-served
areas of Arizona.



Improve funding for K-12 education and libraries by increasing State’s use of Erate subsidies to fund both Internet connectivity and network infrastructure within
Arizona’s schools.



Promulgate use of industry best practices through increased use of policies and
standards, especially in the areas of quality assurance and enterprise
architecture; thus, following the pattern set by successful states in the
development and management of telecommunication infrastructure.

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

Educate and expose IT personnel and businesses to newer technology and
improved IT processes.
Statewide Performance Measures


Percentage of participation of school districts and libraries in applying for Erate subsidies within Arizona. Once education officials have determined their
eligibility for obtaining Federal Communication Commission (FCC) E-rate
subsidies, the optimistic goal for participation by eligible schools in FY2007 is
80%. This goal was not reached in 2005 for several reasons. First, in
Arizona there are disincentives for school administrators to process E-Rate
applications, since the statutory Excess Utilities funding formula demands reimbursement to state coffers of E-rate dollars in return for used Excess Utility
dollars. The second obstacle is that less than half of approved E-rate funds
are ever used by schools due to lack of administrative tracking at the school
level. Work is underway to resolve both of these issues.



Total amount of Federal grant monies obtained for broadband deployment.
A tentative goal of $1M in Federal grant monies was set for FY2006, up from
the $500K obtained in 2004. In 2005, Arizona’s Hopi Nation received about
$1.6 Million in Grant dollars to complete a Broadband Network on their lands,
thus exceeding the goal by 60%. The goal for FY 2007 will be to receive
Federal grant monies of approximately $1.5 to 1.6 Million.



Number of successful broadband infrastructure projects underway or
implemented in Arizona. At least one successful broadband implementation
is the measure of success of economic growth for FY2006. This goal was
met with a successful completion of a broadband Wi-Fi corridor from Rio Rico
to Green Valley, near the Mexican border, for emergency responders. The
goal for FY2007 will be five broadband projects either underway or
completed.
Currently, GITA and Department of Commerce have identified the Town of
Superior as a Broadband project for CY 2006. Through ongoing support
from GITA, organizations such as the Maricopa Association of Government’s
Telecommunications Advisory Group (MAGTAG), and many other public and

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private groups within and outside Arizona; communities have validated the
use of WiFi Networks as broadband infrastructure enhancements. In fact,
the City of Tempe completed a WiFi build-out covering the city in 2005. The
cities of Chandler, Gilbert, and Phoenix have begun similar WiFi build-outs
this year. Not only are Flagstaff and Scottsdale formally contemplating such
build-outs, but so is the town of Sahuarita in Pima County. Others will soon
follow.


Number of agencies using the AZNET. In 2005, a Telecommunication
Privatization contract was established to consolidate, streamline, standardize
and update the hodgepodge of agency communication interconnections
including phones, voice over Internet Protocol (VoIP) and video. Of
approximately 140 state executive agencies, all but 15 of the agencies have
transitioned to AZNET as of April. The goal for FY2007 will be for all state
agencies to be fully operational using a common communications system
administered by a common entity.

Background: The deployment of broadband into any area or community requires two
primary telecommunications services: middle-mile and last-mile. However, major
obstacles are precluding middle-mile development. Middle-mile includes high
capacity trunk lines and associated infrastructure connecting Internet Service
Providers (ISPs) to the Internet while last-mile covers the Internet connection
between the ISP and end users. Although an increasing number of companies have
expressed interest in providing last-mile services in underserved or un-served rural
areas, the lack of reasonably priced middle-mile connections thwarts success. Major
barriers to middle-mile deployment are the length of time to achieve the return on
investment for telecom providers, access to rights-of-way, and the lack of an overall
coordinated statewide strategy.
Current Initiatives Underway
Formation of Communications Infrastructure Advisory Committee: Initial steps of a
comprehensive broadband policy were undertaken in late 2005 as approval was
received from the Governor’s Council on Information and Technology (GCIT) to form

-19-

the Communications Infrastructure Advisory Committee (CIAC). This committee has
been empowered to advance a number of earlier policy recommendations.
Statewide Strategic Telecommunications Plan: In 2004, the Arizona Legislature
appropriated $500K for community and regional telecommunication assessments.
Continuing appropriations need to be obtained and future assessment activities
funded. Most importantly, findings from these assessments need to be incorporated
into a Statewide Strategic Telecommunications Plan. This plan will replace a less
comprehensive one developed in 1996 and will be the first attempt to establish a
statewide vision. It will establish priorities, identify policy changes, highlight areas of
telecommunications deficits, and set the course for long-term solutions over many
years to come. The Arizona Telecommunication and Information Council (ATIC), as
well as many regional business and planning councils, will be key players in this
effort to develop an effective statewide telecommunications infrastructure through the

Newer technologies
enable people, who
are less technical,
to spend less time
gathering data and
more time
analyzing
information.

implementation of a statewide strategic plan.
Establishment of a Broadband Authority: Another recommendation approved by
GCIT was the creation of an Arizona Broadband Authority along with an Arizona
Broadband Universal Service Fund (ABUSF). This Authority, when created, would
be empowered to issue bonds, grants, low cost loans, and long-term financing to
encourage private sector development of middle mile and last mile broadband
telecom solutions. Besides ABUSF, sources of additional funding would include
Federal, State and private sector grants and appropriations. In FY2007, efforts are
continuing as strategic planning and task groups are being established to further
these objectives.
Right of Way Policies impacting Telecommunications. A further GCIT
recommendation is the exploration of the numerous Right of Way access issues
related to Broadband and telecommunications. Under CIAC, a task group will be
operational in 2006 to investigate changes and make recommendations to Rights of
Way policies beneficial to the advancement of broadband infrastructure in the State.
Prioritization of Federal Funds and Resources: Broadband deployment is a national,
state, and local community issue. Although Arizona has lagged behind other states

-20-

in the acquisition of federal grants, subsidies, and loans directed at broadband
deployment, efforts are underway to close this gap. One of the goals of CIAC will be
to provide leadership and help communities-of-interest qualify and apply for such
grants, subsidies, and loans in the State of Arizona.
CANAMEX: CANAMEX, a strategic trade corridor connecting Mexico, the United
States, and Canada, traverses Arizona starting at Nogales passing through
Wickenburg and leaving the state at Hoover Dam, and then reentering and leaving
again as part of Interstate 15. As part of Arizona’s telecommunications infrastructure
enhancement, development of broadband connectivity along the corridor is being
promoted. This effort includes the deployment of a Wireless Fidelity (WiFi) network
along the route.
Initially, a $500K Federal grant was acquired to implement broadband along a 30mile southern segment of the CANAMEX Corridor near Arizona’s International border
with Mexico at Nogales. The Homeland Security grant covered the area along I-19
from Rio Rico to Green Valley. This proof-of-concept project enables a secure
connection to a WiFi implementation for many as 100 first responder vehicles. The
network also provides connectivity for a number of other public and private sector
users, affording broadband where none existed before and allowing both secure and
commercial communications.
The ‘smart corridor’ project is a precursor to providing a wireless umbrella over the
entire CANAMEX route. Other desirable implementations would fill in
communications gaps between Wikieup and Congress along several 60-mile
swatches of I-93. Each 1 Mbps+ wireless connection yields web-based availability of
both video and audio communication. Among the benefits will be the facilitation of
emergency response for victims of traffic accidents, and the connection of libraries
and schools to the Internet, eventually providing service to all citizens living within or
passing through the corridor.
E-rate Subsidies: Congress created the E-Rate program as part of the
Telecommunications Act of 1996 in an attempt to provide Internet access to schools
and libraries that otherwise wouldn’t be able to afford broadband. The program

-21-

provides 20% to 90% discounts on telecommunications services and equipment. Its
funds are targeted to schools and libraries serving children of low-income families
and are based on the percentage of students participating in the federal school lunch
program. $2.25 Billion, from consumer phone taxes collected by the Universal
Service Administrative Company (USAC) under the auspices of the FCC, is allocated
annually to provide schools and libraries throughout the US with high-speed Internet
and telephone services.
An alarming downward trend in E-Rate subsidies for Arizona schools and libraries
was identified starting in FY 2004; i.e., from $68M to $40M to $22M. To maximize
use of Federal subsidies at the local school district level, a task force was created in
2005 to determine reasons for the statewide shortfall. Two fundamental contributors
were uncovered: 1) the statewide carrier service contract was not renewed in
sufficient time for school districts to qualify for applications processed against it as a
qualified USAC-470 contract; thus school and library personnel were forced to issue
their own ‘470-certified’ RFPs, as required by USAC policy, compelling schools to
make a hard choice between the cost of a competitive RFP and the benefits derived
from such an application; and 2) once qualified, many school districts budgets
changed, creating a hardship due to the required 10% to 40% matching funds.
The first issue was resolved in mid-January 2006, when a new eligible statewide
contract was awarded. However, insufficient time remained to apply for the available
funding in the very narrow USAC application window (November through February).
Fortunately, this new contract will substantially reduce the cost for schools to qualify
for these subsidies in the future.
IT Training Initiative: The Enterprise Procurement System recently awarded an
overall Training contract providing a shopping list identifying potential vendors
experienced in IT training available to state agencies and their staff to update them
on information technology and future trends.

-22-

GOAL 4: EFFICIENT GOVERNMENT: Sharpening efficiencies and
augmenting quality of life for Arizona citizens through leveraged common IT
resources and an IT infrastructure employing an enterprise perspective.
Improvements in the process of information generation to support better, fact-based
decisions are a vital key to government efficiency. Relevant information is often not
available due to the lack of technical expertise required to access and compile the
information from incompatible computer systems, and then manually manipulate the
information for analysis and presentation to the ultimate user. Newer technologies
enable people, who are less technical, to spend less time gathering data and more
time analyzing information. A majority of state agency IT plans mentioned improved
efficiency as an IT goal for FY 2006, in addition to their goals for staying ahead of the
technology curve.

Arizona’s Enterprise
Architecture provides
the “technology
building code”
necessary for
interoperable,
enterprise-wide
information
technology solutions.

Statewide Objectives


Leverage IT resources across agencies;



Enable interagency deployment of customer services;



Decrease the complexity and improve the connectivity of the State’s IT
environment.
Statewide Performance Measures



Promote open policies and standards for hardware, software, and associated
infrastructure, yet drive the state infrastructure toward an interoperable enterprise
architecture. Statewide IT standards in the areas of management practices,
quality assurance, web development, enterprise architecture and security have
been developed and are published on the GITA website. Arizona’s enterprise
architecture provides the “technology building code” for interoperable, enterprise
IT solutions. Adherence to the five domains of enterprise architecture standards
by state executive agencies will be measured. Overall adherence of major state
agencies to the Enterprise Architecture standards was measured in FY 2006 to be
at an overall 73%. The goal for FY2007 will be overall agency compliance to
Enterprise Architecture standards of at least 80%.

-23-



Encourage agencies to buy target technologies when upgrading infrastructure.
The goal is to have 100 percent of agencies using both the Target Technology
standard and the questionnaire. Due to limited funding and hardware upgrade
refresh cycles generally extending over 3 years, this goal is far from being met.
Barely 2% of the major agencies are using Target Technologies within the State in
FY 2006.



Ensure all IT organizations follow the Enterprise Architecture through the Project
Investment Justification (PIJ) process. The goal is to assess 100 percent of
incoming PIJs to comply with the Enterprise Architecture standard. Although all
incoming IT projects are assessed to compliance with EA standards, overall
adherence to the domains is increasing very slowly due to limited IT funding. In
FY 2006, all approved PIJs complied with the EA standards.

Current Initiatives Underway
Technology Building Code: Arizona’s Enterprise Architecture provides a “technology
building code” necessary for interoperable, enterprise information technology

“... large-scale and
high-risk projects
are monitored
toward successful
implementation
using lifecycle
analysis as well as
quality assurance
methodologies and
industry best
practices.”

solutions. GITA, in partnership with the Arizona CIO Council, completed the initial
development of white papers, policies, and standards that enable disparate systems
to communicate and interoperate in FY2004; as a measure toward providing more
efficient, responsive government. Policy and standards documents have been
published at http://azgita.gov/policies_standards/ defining the overall architecture
program and its approach to five domains. In addition, supplemental requirements
for software applications, productivity tools, database access, and data modeling
have been produced. A fresh look at service delivery architecture models is
underway. Meanwhile agencies are encouraged to consider the web services behind
the Service-Oriented Architecture (SOA) as a viable approach to reaching an ultimate
statewide Enterprise Architecture.
Policies, Standards and Procedures (PSPs): The State’s strategic perspectives
are reflected in the statewide IT policies and standards that, in turn, provide a
framework for individual agencies to establish their own policies, standards, and
procedures. Development and updating of statewide policies, standards, and

-24-

procedures continues, with emphasis on those standards that support the goals in
the State IT Vision. Policies, Standards, and Procedures (PSPs) are designed to
improve timeliness, quality, and efficiency of State government IT systems as well
as provide direction to agencies on IT architectures, infrastructure, strategies, and
operations.
Arizona Health-e Connection: A roadmap to produce a statewide infrastructure for
electronic exchange of health information between professionals and hospitals has
been constructed and approved by the Governor. Starting with the Governor’s
executive order in August, a series of joint meetings between healthcare providers,
consumers of healthcare and government agencies were conducted to elicit a
feasible approach to “reaching 100% digital health data exchange” incorporating
clinical, financial, legal, technical, and governance aspects of this extensive effort.

Throughout 2005,
as many as 122
projects,
encompassing
nearly half a billion
dollars of total
development costs,
were being
monitored.

The next steps involve implementation of the detailed plan.

GOAL 5: EFFECTIVE GOVERNMENT: Strengthening quality products and
faster services by improving internal government effectiveness and productivity.
As business processes are reengineered to create the efficiencies necessary to
preserve quality of service in the face of limited budgets, technology should play a
major role in their implementation. Effective processes are necessary to create and
maintain government efficiencies. Agencies, both small and large, are being
educated and encouraged to manage their IT as an important resource through the
annual state-mandated IT plans. The effectiveness of IT systems and procurement
of quality IT products is also a measure of movement toward more productive
government in Arizona.
Resource and information sharing is also a key ingredient in achieving effectiveness.
The movement towards a statewide enterprise architecture includes an associated
technology table for support of agencies in assessment of new IT purchases.
Agencies are strongly encouraged to use common products, not only for volume cost
savings, but to permit interoperability and reduce overall maintenance costs.
Communities-of-interest are in the early stages of identifying common data elements

-25-

and store them in identical formats for future information sharing. The 2-1-1 project
has been instrumental in initiation of this fundamental process.
Statewide Objectives


Integrate the IT and business planning processes to ensure better alignment of IT
with business goals;



Ensure IT project success by providing increased project oversight for high-risk
projects;



Improve the project monitoring process by including an Enterprise Architecture
compliance review to the existing statewide standards;



Advance use of quality assurance and project management methodologies
statewide.
Statewide Performance Measures



Agencies are
strongly
encouraged to use
common IT
products, not only
for volume cost
savings but to
permit
interoperability and
reduce overall
training and
maintenance costs.

Moving information technology toward the statewide enterprise architecture
standard. The goal is to eventually have 100 percent of submitted projects in
alignment with statewide architectural technology targets. In FY2006, 83 percent
of reviewed IT projects were meeting published architectural technology targets
and 100 percent of approved IT projects met the targets.



Increased use of planning and certified project managers for IT projects. The goal
is to have 100 percent of executive agencies using the IT planning tool, PARIS, on
its website at www.azgita.gov/apps/. In FY2006, 100% of all executive agencies
updated their IT plans. In addition, classes in effective IT project management are
being held at various state agencies.



Agencies tracking and accurately maintaining IT inventory. The goal is for all
executive branch agencies to use the online IT inventory tool, ISIS (Information
Services Inventory System) on the GITA website. In FY 2006, 100% of executive
state agencies updated their inventory using the ISIS online tool.

-26-

Current Initiatives Underway
Project Investment Justifications: Agencies are required to submit a Project
Investment Justification (PIJ) for all IT projects expending over $25,000. The PIJ is
basically a business case supporting the benefits and plans for a specific IT project.
Projects under $1 million dollars are reviewed by the GITA director, while those $1
million and over are approved by ITAC. Enterprise architecture compliance is a key
part of the PIJ.
Strategic IT Planning: All state agencies are required to perform annual IT strategic
planning to ensure effective use of their IT resources. As such, an IT plan is required
by state statute to be submitted by September 1st of each year. In years past, each
IT plan identified the agency’s business goals and associated IT goals along with
objectives and performance measures to be met in the next three years. Changes to
this philosophy were introduced in FY 2006 to provide measurable effectiveness of
the statewide standards. Focus on the major IT spenders and those agencies
possessing critical processes (Group 1 as listed in Appendix A) is intended to provide
a clearer picture of statewide gaps and issues.
Numeric assessment of compliance level to both security and enterprise architecture
standards over the present and next three years revealed several areas in need of
statewide change and common funding. These areas included the need for a more
realistic implementation of encryption standards, better testing of backups, and

Project
management
training increases
professionalism,
ensures that
benefits are
realized and
improves the
likelihood that
projects are
delivered on time
and within budget.

improved IT security awareness training.
Project Oversight: IT projects are monitored and mentored toward successful
implementation statewide by GITA. Additionally, large-scale and high-risk projects
are given special attention encouraging use of successful implementation
methodologies including life-cycle analysis and other best practices. Outstanding
issues are reviewed by both GITA and ITAC and timely recommendations for
improvements or corrections are provided.
Focal points of the review include project scope, management, roles, responsibilities,
reasonable schedules, change control, cost containment, and effective utilization of
resources. These reviews help ensure the projects are managed in an appropriate

-27-

manner and that sound business practices are being followed from both IT and
financial perspectives. Finally, agencies are encouraged to integrate quality
assurance (QA) into project development either by designating qualified staff or
contracting for third party QA services.
Project Management: Project management training increases professionalism,
ensures that benefits are realized, and improves the likelihood that projects are
delivered on time and within budget. To that end, education of State agencies about
the benefits of modern project management methods and techniques, including those
developed by the Project Management Institute, is underway. Both Departments of
Transportation and Revenue have training programs underway for their project
managers. In addition, GITA has plans for a Project Management Forum to be held
during the summer of 2006.
Since many of these projects involve millions of dollars and have great strategic
importance to the state, a project missing its intended purpose or costing more than
planned creates large financial and potential political problems for an agency.
Throughout 2005, over 122 projects encompassing $445,000,000 of total
development cost were being actively monitored. The currently active projects as of
early May 2006 are listed in order of overall project cost in Appendix B.
Quality Assurance(QA): The importance of quality assurance for IT, including a
formal project management methodology, cannot be overstated. GITA sponsored an
all day QA Forum for IT in August 2005 to foster knowledge transfer from industry to
academia to government and share key results with state and county agencies.
More than one hundred attendees from both state and county agencies spent a full
day learning about the importance and key lessons learned from practice of IT quality
assurance. GITA will continue to provide thought leadership and focus to the State’s
quality assurance direction. Raising the awareness of the benefits of a robust QA
program will provide government with a perspective on best practices and current
state of IT QA. Examples of successful QA programs and lessons learned from other
agency’s implementations will be used to leverage and supplement individual agency
initiatives.

-28-

SUMMARY OF EXECUTIVE AGENCY IT PLANS
Agency IT plans have increased in the level of maturity and are more businessoriented today than in past years. The biggest change has been in recognition of
the power of the Internet and the evolving technology surrounding it. This year,
IT security is also one of several recurring themes which includes both E-government
and infrastructure improvement.
Not only are agencies writing IT plans in business terms, but they are also providing
insight into their future IT direction. The five major areas of emphasis mentioned are
as follows:


The intention is to
enable state
government to
bypass these
business
inefficiencies by
implementing
strong quality
assurance
practices.

Recognition of evolving technology and the way business is being
conducted;



Need for enhancing staff and their training, due to the above;



Provision of more information and services online to better serve customers;



Improvement of IT infrastructure along with software and hardware
upgrades;



Enhanced automation yet, at the same time, frustration due to rapid
technology changes and costliness of retention and training of IT staff;

Distinguishing between Goals & Objectives
The Governor’s Office for Strategic Planning and Budgeting (OSPB) defines strategic
planning based upon mission, vision, goals, and objectives. GITA uses their
methodology for purposes of strategic IT planning, which is in turn reflected by the
executive agencies in their IT plans. However, this year GITA has chosen to focus
attention on the major agencies, defined by IT expenditures in years past and/or
performing critical governmental functions. Therefore only the major agencies were
required to update their IT plans. Other agencies responded to a checklist of preformatted trends, issues, goals and objectives. Appendix A lists the Arizona

-29-

executive agencies broken into two categories; namely Group 1 entailing major
agencies and Group 2 composed of the smaller boards, agencies and commissions.
Mission addresses the organization’s identity and, as such, is all encompassing and
rarely changes. It is basically the ultimate rationale for the existence of the agency,
board or commission while vision is the agency’s compelling, conceptual image of
the desired future and represents a global, continual purpose for the organization.
An organization’s goals provide a framework for more detailed levels of planning.
Goals are more specific than the mission statement yet general enough to stimulate

… Goals are more
specific than the
mission and address the
desired ‘to be’ state of
the agency whereas
objectives are activityoriented and reflect
targets for achieving
goals…

creativity and innovation. Goals describe the desired “to-be” state of the agency and
are planning targets. An agency’s strategic issues may lead to strategic planning
goals. For example, a strategic issue may be a problem with dealing with rapid IT
technology changes. The goal may be an IT training program.

By contrast, objectives reflect the specific and measurable activities necessary for
accomplishing agency goals. As opposed to goals, objectives are specific,
quantifiable and time-bound. The key word here is quantifiable as performance
measures are typically associated with objectives in order to assess progress in
achieving the overall goals. Objectives represent activities while goals are desired
states.

SUMMARY OF EXECUTIVE AGENCY IT TRENDS
The power of evolving technology and the influence of the Internet, through
more sophisticated customer expectations, seems to have affected almost all
agencies. Last year, agencies’ IT plans were focused on broad business issues with
a predominant customer-service orientation. However, this year training and staff
retention seem to have taken center stage. Although 59 percent have goals
reflecting more efficient operations and 58 percent of agencies have goals regarding
customer service, 76 percent of agencies list goals related to retaining and/or training
employees.

-30-

Continued emphasis on the part of State agencies on collaboration and working
across boundaries will not only drive shared services but also improve government
efficiency through interoperability. Communications are also a key component. The
growth of wireless and broadband has jump-started many new possibilities in this
fertile area. The use of statewide enterprise architecture targets will also make these
collaboration attempts more successful in the long run.
Agencies’ infrastructures had been a prominent theme in previous years. Beginning
in FY 2003, agency goals started addressing bandwidth expansion and
telecommunication improvements for wireless, PDAs, and remote telecommuting
capabilities. The application of evolving technology to the rural regions of
Arizona has also come to the forefront. Agencies see new ways of doing business

… Sharing data and
services is seen as the
first step in moving
towards operating the
state as a true
enterprise…

using remote communications and laptops, making jobs more satisfying and staff
more effective. The prominence of infrastructure seems to have risen to the forefront
again with 46% of Group 1 agencies possessing goals related to infrastructure
improvement rather than last year’s focus on connectivity and communications.
In past years, Internet delivery of information and services had been an important
theme. It was the most often mentioned trend in both FY 2004 and FY 2005.
However, in FY 2006 Internet customer communications was mentioned by slightly
less than half of the agencies as a key IT trend across Arizona. Key trends across
state agencies this year include the following:


69 percent of agencies have objectives for new system development



67 percent have goals to improve their connectivity



52 percent of agencies consider changing technology as a positive influence
for providing new service delivery methods.



48 percent of agencies see the Internet as a positive trend in delivering
information and services to customers

During the planning process, agencies are asked to list any trends that they foresee
impacting their IT program’s ability to support the business of the agency. The top IT

-31-

trend categories for the last four years have been slowly evolving from use of
the Internet and remote connectivity to evolving technology and the recognition of a
growing need for collaboration between agencies and with customers.

Evolving Technology
The trend most often mentioned in past years dealt with the use of the Internet to
provide information and services. However, in the last two years, the focus seems to
have moved beyond the Internet alone to evolving technology. In general, this is
seen by GITA as a broadened IT awareness on the part of the State agencies that
the Internet is only part of a changing paradigm. Perhaps agencies are recognizing
that more than infrastructure improvements are required to truly incorporate IT into
the business process. This trend is part of a growing awareness of the need to reengineer business processes to better incorporate information technology.

A common thread of infrastructure improvement has also been seen. Productivity
has also crept into agency goals, a new theme altogether. Connectivity to the
agency network was the second most popular objective mentioned last year. This
issue is often related to agencies’ telecommuting programs; however, some agencies
are also providing employees access to agency data and computing services, such
as e-mail from the field.

Enhanced Staff & Training Needs
Enhanced staffing and training needs hit a high this year among trends across state
agencies. Although IT training has been a growing concern in the last few years,
loss of skilled IT staff seems to have prompted this year’s dramatic response.

Other Trends Noted
Citizens embracing new technologies and pressuring agencies into website
improvement was seen as a continuing trend across the state. E-government,
surprisingly, was improved over last year but still not very strong despite many

-32-

agencies moving toward online licensing. This trend is viewed as a positive step
towards acceptance of IT as part of the business and acknowledgement of the
movement towards a paperless society. Sharing data with other agencies moved
from fifth place to tenth place in rank order. This drop is viewed negatively since data
sharing represents the first step in moving toward operating the state as a true
enterprise, resulting from the establishment of IT architecture targets. The following
table summarizes the top ten most frequently mentioned categories within state
agencies across the last three fiscal years:

FY
2004

FY
2005

FY
2006

16%

58%

76%

Remote connectivity to agency network

8

13

67

Evolving technology

38

28

52

Use of Internet to provide information and services

50

60

48

Productivity

n/a

n/a

47

Infrastructure improvement

n/a

20

46

IT security

n/a

22

33

Citizens embracing new technologies

28

24

27

E-government

16

11

18

Sharing data with other agencies

18

22

6

Category
Enhanced staff & training needs

Note: FY2006 data reflect a different collection methodology from previous years, based on separation into
Group 1 and Group 2 agencies.

-33-

SUMMARY OF EXECUTIVE AGENCY IT ISSUES
Each year, state agencies list issues having a negative impact on their IT program’s
ability to strengthen and support the business of the agency. These issues identified
by each agency are then analyzed and categorized into six general concerns. Not
surprisingly, many of the same issues emerged as in previous years. However,
security and privacy issues now appear among the top two mentioned overall. The
top IT issue categories and response percentages identified by state agencies across
the past three fiscal years are listed in the following chart:

Issue Category

FY 2004

FY 2005

FY 2006

Lack of funding

52%

62%

42%

Lack of IT staff

32

58

76

New technology

33

40

36

IT security concerns

20

40

48

Note: FY2006 data reflect a different collection methodology from previous years, based on separation into
Group 1 and Group 2 agencies.

Although inadequate IT funding was most often identified as having a negative
impact on being able to support the agency’s mission for all fiscal years, this year it
took a backseat to IT staff issues. Perhaps, there has been some recognition on the
part of agency IT functions that funding will never be sufficient to do all that is
desired. It’s also possible that the payoffs of automation have been more fully
realized.
Lack of qualified IT staff has been among the top four issues for the last three years.
This category was often expressed in conjunction with problems in staff retention,
recruiting qualified IT staff, and IT training. Several medium and small agencies
mentioned they did not even have full-time positions for information technology. The
fact that this issue has been prominent for so long suggests a need for some sort of
shared pool of personnel for the smaller agencies in this area. Private sector job
growth appeared to fuel this trend in recent years; however, raises for state
employees in late FY06 should alleviate this problem in the future.

-34-

Need for adequate IT security was identified by 40 percent of agencies, noting a
growing concern over responses in past years. For some agencies, this deficiency
means developing and implementing function business continuity and disaster
recovery while others need to address specific security standards such as backup
testing, user authentication and awareness training. The annual TISA questionnaire
appears to be raising overall agency awareness of the important role of security in
today’s Internet and IT world. New guidelines require major agencies to assess their
current capabilities by percentage compliance with each standard.

AGENCY IT GOALS & OBJECTIVES
Summary of Most Frequently Cited Agency Objectives in FY 2006:

-

69% of agencies have objectives dealing with new system development

-

67% list objectives related to connectivity

-

64% of objectives are concerned with staff training

Recognition that IT requires Strategic planning not merely operational
planning
While in FY 2005, agency IT plans became increasingly customer-focused; FY 2006
brought even greater improvements in the arena of customer concerns and aligning
technology and business goals. In particular, agencies grew better at articulating the
business reason for doing IT. New system development and re-engineering of older
systems grew in emphasis from FY 2005 to FY 2006, with more than two-thirds of the
major agencies identifying objectives dealing with system development. The top four
agency goals cited in FY 2006 were efficiency at 59%, customer service at 58%,
productivity or agency effectiveness at 47%, and infrastructure improvement at 46%.
These goals are being satisfied through the objectives called out above; i.e.
development of new systems, improving connectivity and training of IT staff. In
addition, website improvement was also listed as an agency objective 63% of the

-35-

time. IT security is a frequent objective (58%) and consolidation of systems (52%).
These objectives underscore the importance of reaching customers through the
Internet and the maturity of systems development in data and service sharing.
This year GITA’s focus was on the major agencies, so that all statistics reflect the
agencies listed as Group 1, supplemented by the limited set of responses available
to Group 2 agencies, as listed in Appendix A; i.e., the Group 2 agencies submitted a
streamlined IT plan with no performance measures. The streamlined IT plan
involved a pull-down list of possible trends, issues, goals and objectives extracted
from popular categories in recent years. Each of the Group 2 agencies also had the
option of writing in additional trends, issues, goals or objectives. As in the past,
major agencies set goals for the next three years in their IT plans. In addition, the
process still included identifying one or more objectives associated with each of their
IT goals. Again, objectives are defined as activities necessary to achieve goals and
are required to be measurable. Performance measures for each objective were
estimated for the current and the next three fiscal years.

The following chart shows the top goal categories and percentage of agencies with at
least one goal in those categories:

Goal Category

FY 2004

FY 2005

FY 2006

Improve overall efficiency

38%

27%

59%

Improve customer service

55

20

58

Improve productivity

n/a

11

47

Enhance IT infrastructure

9

19

46

Improve technical knowledge

53

22

33

Enhance IT security

9

17

33

Develop or improve online access to information & services

37

32

18

Note: FY2006 data reflect a different collection methodology from previous years, based on separation into
Group 1 and Group 2 agencies.

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Some of the most popular goal categories have changed dramatically over the past
few years, while others simply increased or decreased in prominence. One of the
most significant differences from past years is that goals to enhance IT infrastructure,
which had dropped in the past two years, dramatically rose this year. These goals
were often expressed as ‘technology refresh’ or ‘implementing new hardware and
software’. Perhaps, these goals are cyclical.

In addition, the goal of improving overall agency efficiency more than doubled;
possibly reflecting one way to make use of reduced funding. The frequency of this
goal may also be due to governor focus and the fact that it is a statewide goal.

Customer service still holds a prominent place. Enhancement of customer service, a
business goal, is still mentioned by over half of the agencies. GITA views this as a
very positive trend, hence the statewide goal of government accessibility.
The goal category dealing with improvement of technical knowledge fell to fifth place
this year; although still tied with IT security enhancement. Identity theft and privacy
concerns as well as Internet worms and viruses are probably behind the rising
interest in IT security. In addition, more people and more agencies are using the
Internet and realizing the impact of security interdictions.

Improving productivity was mentioned more frequently during the past two years
indicating a highly desirable trend. Finally, goals to enhance staff capabilities,
referring mainly to goals on training, retention, or recruitment, saw a huge increase
but were addressed by the 2006 Legislature.

Although the development and/or improvement of online access to information and
services have been falling in frequency as a goal; the presumption is that the
decrease is due to the large number of implementations in this area already.

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AGENCY IT PLAN SYNOPSIS
As a national leader in information technology, Arizona was one of the first states to
create a state chief information officer. Arizona sets the standard for best practices in
government information technology planning and has received multiple awards for its
advanced thinking. The State’s practices have become a model of efficiency and
accountability. The benefits of these efforts have been felt in the State in the form of
improved customer service, increased accessibility to State government, and greater
access to information technology. National recognition has been achieved for
Arizona’s IT accomplishments including awards from the Center for Digital
Government in Information Technology in 2002, and again in 2004.
Building on the foundation laid by seven years of planning and oversight, Arizona is
focussing on streamlining government efficiency through e-government initiatives. IT
planning and coordination will serve as the cornerstone of Arizona’s homeland
security and business continuity efforts. A new strategic direction in IT planning
should make the process more objective and measurable in the future thus facilitating
progress.
Agencies are asked to incorporate goals and objectives set forth in this Statewide
Strategic IT Plan into the development of their own business and IT plans. Although
the direction of IT planning has been modified, agencies are encouraged to carry on

“…The most
important
development shown
in IT plans over the
last two years is the
growing awareness,
on the part of the
agencies. of the
power of IT as a
tool.”

the established process of IT planning started five years ago by GITA. These
collaborative efforts will ensure that Arizona sets the standard for excellence in the
delivery of government services to its people, enabled by optimal processes and
technology.
The most important development shown in agency IT plans over the last two years is
the growing awareness of the power of IT as a tool…a tool with cost-reducing,
efficiency-producing capabilities, especially when the business process can be reengineered to take advantage of its full capability. Associated with the tool’s power
comes an inherent cost, also being recognized by agencies. With respect to IT,
agencies are realizing that changing and upgrading hardware and applications
implies increased costs. This is true of staff training and staying abreast of new

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developments as well. The new theme seems to be managing ‘with’ technology
rather than trying to manage ‘the’ technology.
Based upon review of their IT plans, there seems to be a new recognition on the part
of state agencies of the value of shared services moving them to collaboration and
working across boundaries that will ultimately improve efficiencies. Communications
fits into this equation as a key component. The growth of wireless and broadband
has jump-started many new possibilities in this fertile area. The use of statewide
enterprise architecture targets will make these attempts more successful in the long
run.
Recognition of the power of evolving technology and the influence of the
Internet seems to have affected almost all agencies. In the past, when agencies’
plans were focused on business issues, they were predominantly customer-service
oriented; however, this year the business issues seemed to be broader concentrating
around three goals: customer service, keeping ahead of the technology curve and
improving agency efficiencies.
In summary, information technology has moved from the sole domain of large firms to
an integral part of almost every business in Arizona. Access to information will be at
the heart of economic development throughout rural Arizona. The importance of
bringing information technology to rural Arizona has been recognized. Not only is
more information about services and related links being provided to citizenry but the
speed and power of the Internet is also driving more autonomy to agencies’ websites.

FINDINGS FROM AGENCY IT PLANS
After careful review of the state agency’s IT plans, the following findings highlight
items that need to be addressed as part of their annual IT planning process.


Multi-agency integration of services is still an uncommon topic in agency IT
plans, yet these kinds of projects have the largest potential for providing
enhanced services to citizens at the same time reducing the costs and time
to provide those services. Elimination of individual agency perspectives

-39-

within government thinking is essential to efficient operations as an
enterprise.


Re-engineering of business processes will accomplish more to truly
incorporate IT in the business process than mere infrastructure improvement.
This trend is based on the ever-widening number of state agencies
mentioning re-engineering.



Growing use of new technologies by the state’s citizens is viewed as positive
by most agencies. These agencies plan to take advantage of this trend by
offering more Internet services. Several state agencies mentioned they were
being driven by expanding Internet maturity and heightened expectations of
their customers.



Inadequate IT funding was most often identified as having a negative impact
on being able to support agencies’ missions over all fiscal years. However,
this year differs from years past in that there is recognition on the part of
agencies that funding will never be sufficient to do all that is desired.



Hiring and retention of qualified IT staff has been a prominent issue for the
past four years on the part of both larger and small agencies. This year, for
the larger agencies in particular, improvements in salary were addressed;
now staff education is needed. This issue also suggests a need for some
sort of shared pool of IT personnel for smaller agencies, boards and
commissions.



Many agencies’ IT plans remain project-based, rather than business-results
based. Although agencies should be measuring business outcomes, many
agencies still measure only IT implementation.



Consideration of shared IT consulting services for the smaller agencies
would clearly be in the best interests of the state to improve service delivery
as well as the efficiency and effectiveness of many of the boards and
commissions.

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RECOMMENDATIONS BASED ON AGENCY IT PLANS
These recommendations are meant to guide future IT planning efforts on the part of
the agencies, boards and commissions.

Agencies need to integrate IT planning with business planning
processes. As mentioned previously, those agencies that link their IT plans in
support of the business of the agency tend to have a tighter integration of their IT and
business planning process. At a minimum, business planners should be included in
the agency IT planning process and IT planners should be invited to the agency
business planning process. Agencies should focus on the re-engineering of their
business processes rather than simply infrastructure improvement.

Agencies must look for ways to share data and integrate services to
better serve the public. A statewide standard for an enterprise IT architecture to
promote consolidation of data and sharing of services has been in place in Arizona
for three years. Additionally, the State web portal has been established and provides
opportunities to expand portal services among smaller boards and commissions.
Agencies should consider the use of the Internet and e-government to improve more
of their services.

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Appendix A
AGENCIES BY GROUP

Group 1 Agencies
Administration, Arizona Department of
Agriculture, Arizona Department of
Arizona Health Care Cost Containment System
Attorney General, Arizona Office of the
Corporation Commission, Arizona
Corrections, Arizona Department of
Economic Security, Arizona Department of
Education, Arizona Department of
Emergency and Military Affairs, Arizona Department of
Environmental Quality, Arizona Department of
Game & Fish Department, Arizona
Gaming, Arizona Department of
Governor, Office of the
Health Services, Arizona Department of
Industrial Commission, Arizona
Juvenile Corrections, Arizona Department of
Land, Arizona Department of
Liquor Licenses and Control, Arizona Department of
Lottery, Arizona
Parks, Arizona State
Public Safety, Arizona Department of
Radiation Regulatory Agency
Revenue, Arizona Department of
Registrar of Contractors, Arizona
Retirement System, Arizona State
Secretary of State, Arizona
Tourism Office, Arizona
Transportation, Arizona Department of
Veterans' Services, Arizona Department of
Water Resources, Arizona Department of

-42-

Group 2 Agencies
Accountancy Board, Arizona
Acupuncture Examiners Board
Administrative Hearings, Office of
Appraisal, Arizona Board of
Arts, Arizona Commission on the
Auditor General
Auto Theft Authority, Arizona
Barbers, Arizona Board of
Behavioral Health Examiners, Arizona
Biomedical Research Commission
Building & Fire Safety, Arizona Department of*
Charter Schools, Arizona State Board for
Chiropractic Examiners, Arizona Board of
Citizens Clean Election Commission
Commerce, Arizona Department of
Cosmetology, Arizona Board of
Criminal Justice Commission, Arizona
Deaf and Blind, Arizona School for the*
Deaf and Hard of Hearing, Arizona Commission for the*
Dental Examiners, Arizona Board of
Dispensing Opticians Board
Equalization, Arizona Board of
Executive Clemency, Arizona Board of
Exposition and State Fair, Arizona
Financial Institutions Department, Arizona
Funeral Directors & Embalmers Board
Geological Survey, Arizona
Government Information Technology Agency, Arizona
Historical Society, Arizona
Homeopathic Medical Examiners Board
Housing, Department of
Indian Affairs, Arizona Commission of
Insurance, Arizona Department of

-43-

Medical Board, Arizona
Mine Inspector
Mines & Mineral Resources
Naturopathic Physicians Examiners Board
Navigable Stream Adjudication Commission
Nursing, Arizona Board of
Nursing Care Examiners Board
Occupational Therapy Examiners Board
Optometry, Arizona Board of
Osteopathic Examiners, Arizona Board of
Personnel Board
Pharmacy Board, Arizona
Physical Therapy Examiners Board
Pioneers Home, Arizona
Podiatry Examiners Board
Postsecondary Education
Postsecondary Education, Private
Psychologist Examiners Board
Racing, Arizona Department of
Real Estate, Arizona Department of
Regents, Arizona Board of
Residential Utility Consumers Office
Respiratory Care Examiners Board
School Facilities Board
Structural Pest Control Commission, Arizona
Tax Appeals Board, Arizona
Technical Registration, Arizona Board of
Treasurer, Arizona State
Veterinary Medical Examiners Board, Arizona
Weights and Measures, Arizona Department of

* Previously a member of Group 1 agencies

-44-

Appendix B
ACTIVE IT PROJECTS AS OF MAY 2006

Project
Identifier
RV01016
DC99007
RT01001
RT01002
DE01012
HS03001
DT01006
PS99004
AG04003
HC04001
HC01001
DE04009
RV04001
HS03005
HC05003
PS04005
HS05003
DE05009
HS06007
HS06004
HS05005
RT03001
HS05006
AD04005
DE05005
PS06005
AD04001
DE05017
AD06002
DE06018

Project Title

Business Reengineering/Integrated Tax Systems
(BRITS)
LAN/WAN Infrastructure for ADC Prisons
Public Employee Retirement System Conversion
ASRS Imaging System
HIPAA Compliance Modifications
Computer Hardware Strategic Replacement Plan
Intelligent Transportation System (ITS)
Statewide Mobile Data Computer / Computer-Aided
Dispatch System
Case Management System
IP Telephony/Contact Center
AHCCCS Customer Eligibility (ACE)
Multi-Year IT Equipment Replacement
Arizona Property Assessment and Taxation System
(APATS)
Integrated Technology Project – Office of Vital Records
Technology Refresh Project
Arizona Criminal Justice Information Systems Network
Conversion to TCP/IP
Laboratory Information Management System
Implementation Project
Enterprise Data Storage Expansion
EMTrack
MEDSIS Upgrades and Enhancements
Digital Record System
ASRS Financial System
Learning Management System Implementation Project
Tri-Agency Disaster Recovery
Active Directory Rollout & Exchange Migration
ACTIC Wire Room Development
PC Refresh Plan for FY 2004 thru FY 2007
Telephony Improvement
Enterprise Data Storage
IPT Telephony & Data Systems Upgrade

Responsible Agency

Revenue, Department of

Total
Cost
($K)
124,304.2

Corrections, Department of

31,816.0

Retirement System, State
Retirement System, State

30,358.9
14,246.0

Economic Security, Department of
Health Services, Department of

13,137.4
9,213.0

Transportation, Department of
Public Safety, Department of

8,392.5
7,461.8

Attorney General, Office of the

7,079.2

AHCCCS
AHCCCS

5,616.0
5,233.3

Economic Security, Department of
Revenue, Department of

4,834.0
4,169.0

Health Services, Department of

3796.8

AHCCCS
Public Safety, Department of

2,760.0
2,678.0

Health Services, Department of

2,498.0

Economic Security, Department of

2,370.5

Health Services, Department of
Health Services, Department of

2,064.8
1,808.0

Health Services, Department of
Retirement System, State

1,691.6
1,681.0

Health Services, Department of
Administration, Department of

1,589.7
1,500.0

Economic Security, Department of
Public Safety, Department of

1,139.6
931.0

Administration, Department of
Economic Security, Department of

916.0
881.7

Administration, Department of
Economic Security, Department of

792.0
756.5

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RT05001
HS05004
HS06006
DE06011
LD05001
GF03004
PS06003
DE05002
DT05023
DE06016
TR03001
PS05005
GF03001
HC05006
DT04008
DE06009
DT05009
ID05003
DE05016
ID05002
AD06003
DE06004
HC05004
TO05001
ED05004
DE06008
DC06003
ME05002
DE06010
AG04001
DT06004
DT05012
DT05021
DE06019
EV06001
DT05008
DT06013
LO03001

New Software and Network Upgrade
WIC Citrix Server Implementation
Neometrics Upgrade
FAA Change Contact Center – IP Telephony
Arizona Fire Map
Infrastructure Upgrades
GangNet Database
Document Imaging - OnBase
e-Forms & Business Process Automation for ITG
Infrastructure Protection
DERS/EA Integrated Adjudication System (IAS)
Information Systems and Infrastructure Emergency
Refresh
Capital & Accountable Equipment Inventory Upgrade
PC Replacement
Technical Interface Project System (TIPS)–Phase 1
Address Standardization & Returned Mail Processing
eCalc – Statewide Arrears Calculator
Tabs On Demand
Online Insurance License Renewal System
ONXT 2.6 Upgrade
Computer Workstation & Software Replacement
DMT #30808 MAGNET-2 Network Upgrade
AzSECURE Project
Healthcare Group Telephony Project
Office of Tourism Web Initiative
Copier Replacement
FAA IVR Application Development Project
ADC – IPT Telephone System
FY2006-07 IT Refresh
DERS/EA Enhanced Internet Tax & Wage System
Network Security
Maintenance Budgeting System
Estimated Engineering Construction Cost (E2C2)
Aeronautics Airport Capital Improvement Program
(ACIP) Application
DMT30971 Gilbert – IPT Voice & Data System
Smart NOI Upgrade
ITD Engineering Computer Aided Design & Drafting
Software Tracking Database
CQCQA - Cement Quality Control & Quality Assurance
for Structural Testing
Microcomputer Technology Refresh: FY2005-07

Retirement System, State

717.8

Health Services, Department of
Health Services, Department of

697.9
693.0

Economic Security, Department of
Land, Department of

684.0
632.0

Game & Fish, Department of
Public Safety, Department of

605.2
601.4

Economic Security, Department of
Transportation, Department of

583.4
576.9

Economic Security, Department of

558.6

Treasurer, Arizona State

557.0

Public Safety, Department of

498.0

Game & Fish, Department of
AHCCCS

460.0
457.7

Transportation, Department of
Economic Security, Department of

424.6
413.7

Transportation, Department of
Insurance, Department of

411.0
406.2

Economic Security, Department of
Insurance, Department of

403.1
394.0

Administration, Department of
Economic Security, Department of

383.0
357.5

AHCCCS
Tourism Office, Arizona

355.0
350.0

Education, Department of
Economic Security, Department of

340.3
323.1

Corrections, Department of
Medical Board, Arizona

308.1
305.0

Economic Security, Department of
Attorney General, Office of the

295.5
275.0

Transportation, Department of
Transportation, Department of

258.4
247.5

Transportation, Department of

246.2

Economic Security, Department of
Environmental Quality, Department of

226.7
213.0

Transportation, Department of

210.5

Transportation, Department of

207.5

Lottery, Arizona

207.3

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RC04001
BD05001
SD05001
DE05010
HS06009
DE04017
SD06001
GF03002
PS06008
PS04009
LD06002
DT06014
DT05026
HS06002
LO06001
LO05001
RV04002
AG05004
DT05027
DT05018
AD06004
DE06007
PS05011
DT02015
DC06002
EV03003
DT05022
DT06011
DT05020
DT06005
EP05002
HS06008
DT06012
ST06001
NB06001

Network Upgrade
Document Imaging for Banking
Assistive Learning Devices
DERS/EA work Opportunity Tax Credit System
(WOTC)
SIREN Hardware Enhancements
UI Data Cross Match
Educational & Assistive Technology
PC Hookups for Wildlife managers
Computer Upgrades for Highway Patrol District
Fleet Management Software
Arizona Imagery Project
Requirements Management Solution
Registration Compliance Tablet PCs
Online Licensing Renewal System (OLRS)
Network Data Separation, Security and UPS
AS/400 Mid-Range Computer Upgrade
Barcode Enabled Fillable Tax Forms
Remote Site Server Refresh & Data Backup Solution
EPIC 3
ADOT Data Center Server Consolidation
Internet Gateway Upgrade
SUTA Dumping Detection System (SDDS)
FBI Response Processing
SPR #534: Digital Signatures
Educational Computer System Replacement for ASPC
Tucson
UST Program Tier 2 RBCA Standard Calculation
Software
Officer Activity Recap Reporting
Digital Image Exchange
Secure Remote Access Solution
Five Year Program Subprogram Tracking System
Arizona Technology Commercialization Program
(ATCP)
New Laptops for Emergency Operations Center
Interoperable Transportation Communications
Resources
Network Upgrade
Simple Common Online License Renewal System
(SCOLR)

Racing, Arizona Department of

204.3

Financial Institutions, Department of
Deaf & Blind, Arizona School for the

195.6
193.0

Economic Security, Department of

189.0

Health Services, Department of
Economic Security, Department of

188.0
187.7

Deaf and Blind, Arizona School for
Game & Fish, Department of

186.2
170.0

Public Safety, Department of
Public Safety, Department of

163.5
160.4

Land, Department of
Transportation, Department of

155.9
155.8

Transportation, Department of
Health Services, Department of

139.7
129.0

Lottery, Arizona
Lottery, Arizona

122.8
110.0

Revenue, Department of
Attorney General, Office of the

99.1
99.0

Transportation, Department of
Transportation, Department of

97.6
95.8

Administration, Department of
Economic Security, Department of

91.0
89.6

Public Safety, Department of
Transportation, Department of

84.0
83.4

Correction, Department of

78.4

Environmental Quality, Department of

77.0

Transportation, Department of

75.2

Transportation, Department of
Transportation, Department of

65.3
63.6

Transportation, Department of
Commerce, Department of

60.0
59.5

Health Services, Department of

54.0

Transportation, Department of

46.0

Secretary of State
Naturopathic Physicians Examiners,
Board of

37.7
27.1

Revised 5/9/06

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