Annual Report
State Fiscal Year 2011

Janice K. Brewer, Governor

Janice K. Brewer
Governor

Clarence H. Carter
Director

The Honorable Janice K. Brewer
Governor of Arizona
1700 West Washington
Phoenix, Arizona 85007
Dear Governor Brewer:
The Arizona Department of Economic Security’s Annual Report for the period July 1, 2010,
through June 30, 2011, is enclosed. This report is submitted pursuant to A.R.S. § 41-1960,
which requires the Department to make an annual report of Arizona’s economic security needs
and resources; the use, training, and placement of manpower; and recommendations for the
forthcoming fiscal year for the state’s development of relevant programs. Also included in the
report is a status report and an evaluation of the children and family services training program, as
required by A.R.S. § 8-503.01.
This report provides an overview of the Department’s achievements in meeting the needs
of Arizonans during the ongoing economic downturn. The report highlights the Department’s
actions to enhance the safety and self-sufficiency of vulnerable individuals in our state by
streamlining both service delivery and administrative functions.
The Department is committed to continue to build on the successes highlighted in this report to
achieve our mission to promote the safety, well-being, and self-sufficiency of Arizona’s children,
adults, and families.
If you have any questions, please contact me at (602) 542-5757.
Sincerely,

Clarence H. Carter
Director
Enclosure

_________________________________________________________________________________________
1717 W. Jefferson, S/C 010A, Phoenix, AZ 85007  P.O. Box 6123, Phoenix, AZ 85005
Telephone (602) 542-5678  Fax (602) 542-5339  www.azdes.gov

TABLE OF CONTENTS
Section

Page

1 – Department of Economic Security Overview ........................................................................... 1
2 – Trends in Human Services and DES’s Response to the State’s Economic Security Needs ..... 2
3 – Use, Training, and Placement of the Department’s Workforce ................................................ 6
4 – Children and Family Services Training Program Annual Report ............................................. 8
5 – State Fiscal Year 2011 Highlights and Accomplishments ...................................................... 13
6 – Economic Conditions and Outlook ......................................................................................... 23
7 – Statistics .................................................................................................................................. 28

Section 1 – Department of Economic Security Overview
The Department of Economic Security (DES or Department) is an integrated human services
agency that provides critical protective and assistance services to Arizona’s children, adults, and
families.
The Arizona State Legislature established DES (A.R.S. § 41-1954) in 1972 by consolidating the
authority, power, and duties of five separate state agencies, followed by a sixth in 1974. The intent of the 1972 legislation and subsequent amendments was to provide an integrated approach to
human services.
The DES vision is a bold one: every child, adult, and family in the State of Arizona will be safe
and economically secure. In order for this vision to be realized, DES has established four goals:
1.
2.
3.
4.

Strengthen individuals and families.
Increase self-sufficiency.
Collaborate with communities to increase capacity.
Increase efficiency and effectiveness through innovation and accountability.

This report highlights areas of focus for DES in its efforts to provide services to Arizona’s
children, adults, and families to ensure that they have an opportunity to live safely and become
self-sufficient. These areas vary in scope from those designed to provide families with a safety
net to meet basic needs such as housing and food, to programs intended to ensure that children
who are unable to reside with their birth parents are provided the opportunity to grow up in the
homes of relative caregivers or in other secure environments.
As of the end of state fiscal year (SFY) 2011, DES had approximately 9,300 utilized full-time
equivalent positions and operated from 138 direct-service offices, 15 residential facilities, and 24
administrative and training offices. DES owns 31 of the facilities, and the remaining locations
are leased. The Department is divided into six districts with the central administration located in
Phoenix.
The Department has more than 18,000 contracts and agreements with nonprofit and for-profit
organizations, governmental agencies, Tribal governments, and other community partners
throughout Arizona. These contracts provide services to Arizonans across the human service
delivery continuum and critical operational support to the Department and its staff.
DES and its provider networks promote the safety, well-being, and self-sufficiency of Arizonans.
The broad program areas include: Child Protective Services (CPS); child welfare services to
provide families the tools they need to care for their children; foster care and adoption support;
child care assistance to help low-income parents become and remain employable; Adult
Protective Services and a range of in-home supports for older Arizonans to help them remain
independent; domestic violence and homeless shelters and supports; food and nutrition services;
utility assistance; early intervention services for infants and toddlers with developmental delays;
home- and community-based services for individuals with developmental disabilities;
unemployment insurance; employment assistance, including vocational rehabilitation and job
training; child support enforcement; refugee resettlement services; financial support; and
eligibility determination for much of the state’s Medicaid program, the Arizona Health Care Cost
Containment System (AHCCCS).
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Section 2 – Trends in Human Services and DES’ Response to the
State’s Economic Security Needs
Caseloads and Budget
During SFY 2011, Arizona began to see indications of slow economic recovery from the worst
economic downturn since the Great Depression. However, the economic recession continues to
have a major impact on the state. This continues to fuel a demand for the Department’s services,
creating multiple challenges to meet the growing human services needs of Arizona’s residents as
more and more individuals and families are forced to request assistance for the first time. Cuts to
the Department’s budget from the beginning of SFY 2009 through the end of SFY 2011 have
resulted in steep reductions across the Department’s programs and operations. Benefits have
been cut, waiting lists have been implemented, programs and contracts have been eliminated,
provider rates have been reduced, and the Department and private sector contractor agencies
have experienced staff reductions. Additional cuts would have been necessary had federal
stimulus funds not been made available to backfill a portion of the lost General Fund; however,
these stimulus funds are now expiring as well.
The Department continued to experience the highest number of caseloads ever in some critical
safety net services such as the Supplemental Nutrition Assistance Program (SNAP, formerly the
Food Stamp Program) and Medicaid services for which DES determines eligibility. Although
the overall economy is showing signs of comeback, these safety net servi ces provided by the
Department continue to be important to persons experiencing financial and social challenges.
During SFY 2011:


The SNAP caseload increased 4.4 percent to a total of 470,060 cases ending June 2011.



The number of individuals enrolled in Medicaid programs for whom the Department
determines eligibility, increased 2.6 percent to 1,221,102.

Department Public-Private Partnerships
The Department has been finding ways to mitigate the impact of budget reductions by promoting
administrative and programmatic efficiency. Across all aspects of the Department, changes have
been made to focus activity on the customer in an effort to provide needed services in a more
person-centric process. Our purpose is to ensure that DES manages its resources to ensure that
persons in need receive required services with as few obstacles as possible.
The Department has, over the years, examined its operating support systems to help ensure that
where it appeared that the private sector could more efficiently and cost-effectively provide
support, we have taken advantage of that opportunity.


The following program services are currently outsourced by the Department through
contracts:
2

o
o
o
o
o
o
o
o
o
o
o
o
o
o
o


Shelter and case management services for people experiencing homelessness;
Shelter and supportive services for victims of domestic violence;
Food and utility supports;
Independent living and other community-based supports for elders;
Refugee resettlement services;
The Jobs Program;
An array of child welfare services for children and families involved with CPS;
Home recruitment, study, and supervision services for targeted recruitment of
potential foster families and of DES-certified family child care homes;
Child care services through payments to contracted child care providers on behalf of
eligible families for services rendered;
Child support payment processing;
Employer new hire reporting, which is used to validate employment and income of
child support obligors;
Debt collection and locate services for collecting past due child support obligations;
Acute and long-term care services to individuals with developmental disabilities;
Rehabilitation and vocational services for individuals with disabilities to obtain or
maintain employment and independence in the community; and
Service coordination and therapies for children who are referred to the Arizona Early
Intervention Program.

The following business functions are currently outsourced within the Department:
o Mailroom services;
o Office supply delivery;
o Specialized printing;
o Office moving services;
o Electronic Benefits Transfer (EBT) card issuance for cash assistance, nutrition
assistance, unemployment insurance benefits, and child support;
o Electronic pay card issuance for Unemployment Insurance benefits and child support
payments;
o Translation and interpretation services;
o Teleconferencing and digital recording of Appellate Services Administration (ASA)
hearings;
o Document management;
o Bank of America lockbox; and
o Telephone systems.

Meeting Needs through Technology
The Department requires a sound technological infrastructure to support person-centered service
delivery, increased demand for services, and e-government expansion to improve access to
services and facilitate improved outcomes for children, adults, and families throughout Arizona.
In an environment of diminishing resources, DES is doing its best to expand the capability and
functionality of aging Department systems to continue to meet internal and external business
needs. DES is also continuing to provide enhanced customer self-service capabilities through the
use of Internet and Interactive Voice Response (IVR) systems and expanding its use of imaging
3

and document solutions in order to reduce costs and increase staff efficiency. Listed are
highlights of these efforts.


The Department is streamlining the eligibility process for several of its programs to make
it more efficient for applicants. One key component of this streamlining process is the
expansion of the use of the online Health-e-Arizona (HEA) application for the Cash
Assistance Program, SNAP, and Medicaid, for which the Department determines
eligibility. Throughout SFY 2011, 578,559 applications were submitted using HEA.
During SFY 2011, the use of the HEA application increased from 44 percent of the total
applications received for these programs to 48 percent. The total number of HEA
applications received increased by over 40 percent from SFY 2010. This increase
displays a significant enhancement in efficiently receiving and processing applications
for various types of assistance. This innovation is particularly useful in rural areas
because it allows families to submit their applications for services without traveling to a
Department office.
Surveys of customers who have used HEA show that the majority of people completed
the Internet applications in their homes and that the next highest percentage of customers
completed their applications in a friend’s or relative’s home. The Department also
partners with faith-based and community organizations by providing training in the use of
the HEA electronic application process, which allows these organizations to assist mutual
clients in applying for Department assistance programs.



In addition to the expansion of automation at the point of application, Department
programs have implemented Web sites that clients can use to check the status of their
cases, to check their benefit balances, and to read notices from their case managers. In
August 2010, the Division of Benefits and Medical Eligibility (DBME) implemented the
My Family Benefits (MFB) Web site. This site allows participants to create a personal
and secure account that will allow them to perform or complete the following programrelated functions online:
o View scheduled appointment information;
o View the status of an application, program benefit, and eligibility status;
o Report family changes online or download forms needed to report changes using a
fax machine;
o Respond to the opportunity to register to vote;
o View a history of Change Reports submitted through MFB;
o View a help screen for answers to a participant’s questions; and
o Complete a survey about the participant’s experience using MFB.



The Department also utilizes eight IVR telephone systems for applicant and recipient use.
The IVRs provide many of the same services that have been provided by Department
staff. One Department IVR allows users to move from Department services to connect
directly with other state agencies such as AHCCCS. During SFY 2011, over two million
people accessed Department IVRs.

4



The ASA Onbase document imaging process transforms the unemployment insurance
hearing process from one that is heavily dependent on hard copy case file documents to one
that uses an electronic case file. The instant availability of the electronic case file to
anyone who has computer access has greatly improved ASA’s ability to shift workload to
available resources and has laid the foundation for future development that will allow
claimants and employers to also access and use the paperless case file.



ASA’s second project, the Smart Scheduler, works seamlessly with the Onbase electronic
case file to create even greater efficiencies. The Smart Scheduler, through a sophisticated
computer-based rules engine, automatically schedules and posts hearings to an electronic
calendar. The hearings are scheduled based on a large number of factors, including items
such as the age of the case, the complexity of the issue involved, the schedules of the
Administrative Law Judges, and the need for an interpreter in the case. The Smart
Scheduler rules engine takes all of these factors into consideration and schedules the cases
into the time slots that best match the characteristics of the cases involved. Once the Smart
Scheduler posts the hearing to the calendar, it then automatically generates the notice of
hearing and prints it to the Onbase electronic case file.



The Human Resources Administration (HRA) also implemented an Onbase document
management project to scan and index the official DES employee personnel files. It is
estimated that all DES personnel files will be in an electronic format by March 2012.



HRA also implemented a document management work flow process. Documents are
scanned at the HRA front desk and electronically routed to the appropriate section
(Staffing, Employee Relations, and Administration) staff for review and approval.
Automatic e-mail notifications are sent to the respective supervisor if a staff member has
not completed the review within three working days. HRA also uses the workflow to
distribute relevant, time-sensitive actions (e.g., new hires, dismissals, and resignations) to
the DES Payroll office. Workflow is also used to send required COBRA notifications to
the Arizona Department of Administration (ADOA) Benefit Services Division.
Workflow has eliminated complaints about lost or delayed personnel paperwork.
Document management eliminates the requirement for logs and increases efficiencies in
the processing of personnel actions.

5

Section 3 – Use, Training, and Placement of the Department’s Workforce
Although a state hiring freeze continued during SFY 2011, the Department received approval to
fill positions critical to the health and safety of consumers. Recruitment efforts included the state
government Web site, www.azstatejobs.com, attending job fairs, utilizing Department Job
Service offices, and local area newspaper advertising. Specialized positions, many of which are
in specific health care professions, are recruited through trade associations and national
publications relevant to the credentialed profession.
HRA and the Department’s corporate training component, the Training and Development
Administration (TDA), have teamed with DBME to develop the Hire for Talent project. The
Hire for Talent Project is a comprehensive recruitment and selection process based on core
competencies to attract and hire staff for key field positions to improve the quality of services to
DBME customers. A large component of this program was the implementation of the new
Virtual Job Tryout. The HRA Staffing and Recruitment Unit implemented a procedure for using
this tool in the Division’s recruitment process.
Similarly, an effort begun in SFY 2010 with Workforce Planning within Cornerstone for Kids,
continued with HRA and TDA partnering with the Division of Children, Youth and Families
(DCYF) to develop competency-based hiring and selection techniques for the Child Protective
Services (CPS) classification series with the goal of improving retention in DCYF. DCYF has
initiated a strategic process of workforce planning with an overarching goal to achieve better
outcomes for children and families through recruitment, professional development, retention, and
support of a high-quality workforce in an organizational culture where staff are respected and
valued consistently with the way staff are expected to treat children and families.

Employee Education and Development Opportunities
The Instructional Systems Design (ISD) Certification program launched in SFY 2010 continues.
The ISD Certification is intended to ensure that training developed within DES is tied to business
outcomes and can be demonstrated to be effective. It standardizes instructional design at DES
through use of the most commonly used and widely recognized systematic approach to
curriculum development (known by the acronym ―ADDIE‖). Thus far, 89 instructional
designers have completed the workshop portion of the course and are working on required
projects in order to obtain certification. Training managers from all divisions that maintain a
central training unit have completed the ISD workshop. TDA provides the ISD Certification as
well as Instructor Certification for classroom and Web-conferencing training delivery. An
Evaluation Certification is planned for calendar year 2012.
In order to further ensure the effectiveness of training across the entire agency and to create
efficiencies, the Department is implementing an enterprise approach to training. This approach
will consolidate training functions that are universal across the agency into a training
administration that is responsible and accountable for the success of those functions. Functions
in which intimate knowledge of the Division’s business is required will remain within the
Division. Implementation will begin in SFY 2012.
6

In a related effort, DES piloted a new, collaborative approach to the creation of training that
needs to include both Department-wide and Division-specific topics. The approach involves
combining the two in a single course that is targeted to the Division’s audience and that is
designed by a team made up of staff from TDA and the Division. Early results indicate that the
courses are successful and that the approach is more efficient and effective than creating training
either centrally or in silos. Based on the pilot, it is likely that similar projects will be handled in
the same fashion in the future.
Training units continue to use Web- and computer-based methods for delivery of training as a
way to decrease costs and inconvenience associated with travel and time away from work. TDA
and division training units use Web conferencing in lieu of face-to-face training for synchronous
training that cannot feasibly be delivered using asynchronous computer-based training. TDA
delivers almost 90 percent of its courses using distance learning; only certification courses are
delivered in a classroom format.
As in SFY 2010, DES maintained training-related relationships with several state agencies and
academic institutions. The relationship with the Arizona Learning Center (AzLC) continues with
DES representation through the TDA Program Administrator’s membership on the state’s
training leaders committee hosted by AzLC. TDA also works with the ADOA’s Information
Services Division with regard to the Event Registration and Management Application (ERMA)
that is used to launch and track training for contractors, volunteers, and others who work with the
Department but who are not state employees. TDA has also worked with the Department of
Transportation, the Department of Emergency and Military Affairs, and the Fire Marshal’s
training units regarding the ERMA system. Division training units maintain relationships with
Arizona State University (ASU) and the University of Arizona (U of A) to provide training
unique to those divisions.
The Department also continues to look for methods to enhance while streamlining programspecific training. In SFY 2011, program staff in several divisions identified and converted
existing training to computer-based training and used Web conferencing when feasible in lieu of
face-to-face training. Training staff gained skills in creating computer-based training using the
Knowledge Presenter software and became certified in the Department’s Instructional Systems
Design program to tie the Division’s training to its business outcomes. As training is updated
and revised, learning objectives and curricula will be developed using ISD principles to ensure
that training is meeting its mark. Increasing core support coordination training and consumer
protection are high priorities for the coming year.

Web Conferencing
During SFY 2011, the Department used iLinc online meeting software in over 1,200 sessions
with over 5,600 persons participating. The estimated avoidance of travel costs related to
meetings and training in SFY 2011 was approximately $190,500.

7

Section 4 – Children and Family Services Training Program Annual Report
DCYF’s Child Welfare Training Institute (CWTI) offers a comprehensive child welfare training
program in support of the state’s commitment to providing quality services to Arizona’s children
and families. Initial and ongoing training for child welfare staff are provided through a variety
of methods and opportunities, including:


Pre-core/New Employee Orientation training;



CPS Specialist Case Manager Core training;



On-the-job/field training and support;



Supervisor Core training and advanced courses for supervisors and managers;



Parent Aide and Case Aide Core training;



Specialized one-on-one training refreshers on the statewide information system
(CHILDS) and the Child Safety Assessment-Strengths and Risk Assessment-Case
Planning (CSA-SRA-Case planning) process;



Specialized and advanced training, including workshops and conferences on topics such
as gangs, mental health issues, and methamphetamine abuse;



CHILDS training;



Policy training;



Region-offered training;



Out-service training (conferences and seminars in the community);



The ASU School of Social Work BSW scholarship programs;



The part-time MSW program for permanent status agency employees residing in
Maricopa County or Pinal County; and



Training to other child welfare community partners, including the Foster Care Review
Board (FCRB), Juvenile Court, contracted service providers, and Native American tribes.

To provide timely ongoing training on CHILDS when significant changes are made and as
needed throughout employment, the following activities occurred during SFY 2011:


The CWTI provided staff and supervisors with updated user guides and hands-on
CHILDS training, as needed. Each significant migration in the CHILDS system was
8

accompanied by a clearly written user guide, so that staff and supervisors can understand
and use the new functions in CHILDS.


The day-long training ―Documentation for CPS Casework‖ was delivered twice to Pima
Region staff. This training is available to any region upon request, and will be offered
regularly during SFY 2012.

In SFY 2012, the CWTI and CHILDS project will partner with the software vendor to provide
training and support in the use of Dragon-Speak software. The Division is making DragonSpeak software available for approximately half of its employees to increase documentation
quality and decrease the time required to document case information.
To explore and employ alternate methods of training delivery, the following activities occurred
during SFY 2011:


The CWTI received approval to hire staff for an enhanced Field Training Program. This
program is matrix-managed by the CWTI and Regional Program Managers and provides
one to two field training officers (FTO) for each region. The FTO’s primary function is
to support newly hired CPS specialists during the approximately 22 weeks in training
status, including the pre-core period, field week, and post-core period. This program will
be fully implemented during SFY 2012. The Field Training Program makes a local
trainer accessible to all newly hired staff to provide support and enhance transfer of
learning during this critical learning period.



In collaboration with its partnership at ASU, the Division’s CWTI has significantly
augmented the computer-based training available to staff. Twelve new modules have
been added to address significant changes in practice, law, and policy, including:
Integration of Team Decision Making (TDM) and the Safety Model; Identification,
Notification, and Assessment of Relatives; the National Youth in Transition Database;
and the revised Performance Appraisal for State Employees (PASE) employee
performance evaluation process. In addition, 11 modules of legal training for case
managers are now available online as a pre-class tutorial. Other elective resources have
been added to this site, including an Interstate Compact on the Placement of Children
(ICPC) tutorial and a manual on common psychotropic medications. Field training
manuals and matrices are also available online for CPS supervisors. Feedback from the
surveys remains very positive, indicating that 96 percent of staff feel positive about this
mode of delivery for selected courses and believe that they learned skills they can apply
to their job.



The CWTI also increased its use of the Web-based iLinc tool. Using iLinc, CWTI
delivered interactive training on 2011 state legislation that has an impact on child welfare
policy and practice, the PASE performance evaluation, and the TDM-safety model
integration policy. The iLinc tool has proven most effective in combination with
computer-based training, allowing staff an opportunity to interact and ask questions on
the material provided.

9

The growing number of available computer-based training modules demonstrates the Division’s
continued commitment to considering alternative training delivery methods. Identification of
training needs that can be met through alternative delivery methods continues to be a topic of
discussion for the Training Advisory Committee, which met in June 2011 to discuss plans for
SFY 2012. The committee discussed the challenges of using iLinc and methods to maximize its
benefit, including training that combines computer-based training and interactive iLinc or inperson training.
To further collaborate within the Division’s University Partnership and to provide, expand, and
improve staff training, the following activities occurred in SFY 2011:


Ten BSW students and 15 MSW students were interviewed for selection for the Title IVE child welfare specialization programs. The Division hired 24 MSW graduates in June
2011, four MSW graduates in August 2011, and five BSW graduates in June 2011.
Twenty MSW students are currently enrolled in the two-year program.



A committee of Division and ASU staff collaborated to create a part-time MSW program
for employees, using eligible Title IV-E funds. Through a partnership with ASU, the
Division is implementing a part-time long-term training program for selected full-time
employees for the purpose of strengthening the agency’s child welfare practice. This
program will use Title IV-E funds to support a part-time course of study in an MSW
program for permanent status agency employees who reside in Maricopa or Pinal County.
Initially, 13 staff members began studies in the fall of 2011, and staff may complete the
program in either three or four years. There is an intention to add staff members to the
program annually and make it available to staff members who reside in Pima County.



New computer-based training courses were delivered in core training and posted online
for existing staff through the ASU-CWTI Web site.



A new Supervisor Core class in clinical supervision was created through the partnership.



The CWTI revised its entire Case Aide Core curriculum. The initial module was
delivered to all new case aides and to existing case aides upon request. Modules two and
three are slated for delivery in SFY 2012.

In SFY 2012, the ASU-CWTI University Partnership will create a Web site to serve as a portal to
a multitude of internal and external training resources, the child welfare training schedule, a list
of available classes, and other information. This site is currently in the planning stages.
To provide advanced professional learning opportunities in a variety of topics relevant to the job
functions of CPS specialists and CPS supervisors, the following activities occurred during SFY
2011:


The Division began its Advanced Training Academy in collaboration with its ASU
partnership. Because resources remain limited, the initial target audience is assistant
program managers (APM) and CPS supervisors statewide. An initial training for all
10

APMs on Secondary Trauma was delivered in April 2011, and additional trainings on this
topic will be provided to all CPS supervisors. Additional advanced trainings will be
provided following a needs assessment.


Two sessions of Grand Rounds were provided to all CPS supervisors and APMs on child
safety assessment and safety planning and behavioral case-planning. During the Grand
Rounds, national topic experts delivered best practice information and assisted the
attendees in applying the information to actual cases.



The Division consulted with the National Resource Center for Child Protective Services
(NRCCPS) to develop policy and train staff on more effective integration of TDM
practice with the Division’s safety assessment and safety planning model. The new policy
was finalized in March 2011. All staff received computer-based training. Supervisors
and APMs received additional training via iLinc in June 2011. TDM facilitators received
in-person training on the Division’s Child Safety Assessment model during May and June
2011.

Specialized Training Programs and Audiences
In addition to all of the Division’s newly hired and existing staff, various and diverse audiences
benefit from the Division’s training program. Contracted providers and other child-serving
agencies (such as the Division of Behavioral Health Services behavioral health providers and
case managers from the Navajo and Hopi Nations) are invited to participate in training offered
by the Division. The CWTI provides training in CHILDS for staff from designated provider
agencies, Juvenile Probation, and Native American Nations that access this system.
Other examples of specialized trainings include:


Childhelp USA partners with the Division to facilitate advanced forensic interviewing
training.



The Navajo Nation, the Hopi Nation, and the Administrative Office of the Courts (AOC)
have Title IV-E agreements with the Department. Pursuant to these agreements, these
custodial agencies are eligible to receive training and reimbursement for expenses
associated with the training in accordance with federal regulations. It is essential that
direct service staff from these agencies participate in case management training in
addition to training relevant to Title IV-E administrative activities, foster care
maintenance and eligibility activities, and initial in-service training. The Division
provides training to those direct staff in accordance with requests from their respective
agencies.

The Division partners with the Arizona Office of the Attorney General to enhance training on
legal aspects of child welfare and the intersection of legal issues and child welfare practice.
Assistant Attorneys General provide training to staff and external partners through Case Manager
Core, Supervisor Core, and other specialized training. On behalf of the agency, Assistant
11

Attorneys General also provide Title IV-E training to court personnel to increase awareness of
Title IV-E policies. To ensure that the attorneys representing the child welfare agency are
informed on agency policy, best practices, and relevant social work issues, the Assistant
Attorneys General also participate in trainings on current child welfare practices, legal
implications, and training issues.

Provider Training
The Department continues to provide training to foster and adoptive home recruitment contract
providers in the ―Partnering for Safety and Permanence: Model Approach to Partnerships in
Parenting‖ (PS-MAPP) curriculum. The contract providers provide the PS-MAPP training as
pre-service training to prospective resource parents. This process ensures that the training
curriculum provided to prospective resource parents is consistent throughout the state. PSMAPP is a 30-hour group session program of ten meetings over ten weeks. Potential resource
parents who cannot attend a group session can be prepared using the ―PS Deciding Together‖
(PS-DT) one-to-one program. PS-DT is seven face-to-face consultations with the potential
resource parents and the Foster Care specialist of the contracted provider agency.
Completion of PS-MAPP or PS-DT training is required prior to licensure and prior to placement
of a child (aside from court-ordered placements with unlicensed kin or significant others). This
pre-service training is also required for kinship parents who are applying for a foster home
license. Licensed foster parents who were trained and prepared using a pre-service program
other than PS-MAPP or PS-DT are required to attend a six-hour Mini PS-MAPP session. Mini
PS-MAPP is an Arizona curriculum designed to deliver the consistent core philosophies of PSMAPP, Family to Family, and Family Centered Practice. A brief version of this training is a part
of the Case Manager Core so that all new hires are exposed to this important program and its
related philosophical shift.
The Division continues to partner with group care provider agencies to enhance opportunities for
the short-term training of state-licensed child care institution staff who provide care to foster and
adopted children. This training enhances the ability of these staff members to provide support.
During the second half of 2012, the Go-To Guide, which is now part of the Arizona PS-MAPP
curriculum, will be updated, revised, and delivered to current PS-MAPP Certified Leaders. The
Go-To Guide contains specific information related to Arizona’s child welfare system. The GoTo Guide is provided to most currently licensed foster parents by the contract providers. In
March 2011, a workshop on the Go-To Guide was presented by the Division’s Arizona PSMAPP Trainer to foster parents at the Maricopa County KIDS training blitz.

12

Section 5 – State Fiscal Year 2011 Highlights and Accomplishments
The following describes selected agency accomplishments during SFY 2011 in accordance with
each of the agency’s four goals:

Strengthen Individuals and Families
 Adoptions of foster children continue to increase, resulting in a bonus from the federal
Department of Health and Human Services. For the period April 2010 through March
2011, over 2,100 adoptions, including 97 for children with special developmental needs,
were finalized.
 The Department continued to experience growth in its provision of specialized
habilitation for young children with autism. These services provided or supervised by
licensed behavior analysts through Qualified Vendor agreements provide interventions
designed to maximize the functioning of these children aged birth to six years. The
services are intended to provide improved quality of life by targeting the core symptoms
of autism and by teaching of alternative methods of responding to stressors. There are
currently 315 children statewide benefiting from these specialized services.


Three major fires required immediate implementation of Department statewide
emergency plans: the Horseshoe Fire (May 8, 2011, northern Arizona); the Wallow Fire
(May 29, 2011, northern Arizona); and the Monument Fire (June 12, 2011, southern
Arizona). Each fire was unique and presented distinct challenges for all concerned,
threatening the homes of consumers, families, residential providers, and Department
staff. The fires revealed the level of excellence of the emergency preparedness planning
within the Department. More importantly, it revealed the amazing level of dedication
and courage field staff have for both serving and protecting all persons enrolled in
Department programs.



The Department chartered the Arizona Sustainability and Innovation Work Group, which
included representatives from contracted agency providers, AHCCCS, family members,
individual providers, state staff, self-advocates and others. The work group analyzed
reliable sources of information to determine how Arizona compared with other states on
key measures related to serving the developmentally disabled, then issued a report with
recommendations in a variety of areas such as home-based and residential services,
employment, therapies, case management, and other ideas to explore for potential
changes and innovations.
From a national comparison:
o Arizona ranks very high in the number of citizens with developmental disabilities it
serves as a percentage of the general population.
o Arizona ranks very high in the number of individuals served in the most integrated
setting.
13

o Arizona ranks very high in the percentage of people who receive services living with
their family.
o Arizona ranks very high in the percentage of people living in their own homes or
settings of six or less.
o Arizona operates one of the most cost effective programs serving the developmentally
disabled in the country as evidenced by its overall per capita funding of $29,958 per
person.


The Division of Aging and Adult Services (DAAS) provides many services to the
community. As part of the Older Americans Act Nutrition Program, 1,463,819 homedelivered meals and 1,149,467 congregate meals were served in SFY 2011.

 During SFY 2011, Arizona emergency domestic violence shelters contracting with the
Department provided 336,000 nights of safety, resulting in 9,809 women and children
finding safe refuge.
 In SFY 2011, the Department contracted with 36 providers of services to the homeless
throughout the state for emergency crisis shelter and transitional housing services.
During SFY 2011, the number of individuals housed by emergency shelters was 14,724,
and the total number of individuals housed by transitional programs was 1,847, for a total
of 16,571. Of those, 72 percent served were in Maricopa County, 17 percent were in
Pima County, and 11 percent were in the balance of state.
 The Senior Medicare Patrol provides education and assistance to resolve health care
fraud, abuse, and errors and to reduce costs to the Medicare/Medicaid systems resulting
from these problems. During this past year, 53 contacts (one-on-one counseling sessions)
were made.
 The State Health Insurance Assistance Program (SHIP) is a health benefits counseling
session to discuss fraud, errors and/or abuse. During SFY 2011 25,523 individuals
attended these sessions.
 The Family Caregiver Support Program (FCSP) strengthens families by providing
services that assist family and informal caregivers to care for their loved ones at home for
as long as possible. With more than 855,000 caregivers in Arizona, families are the
major provider of long-term care, but, research has shown that providing this care exacts
a heavy emotional, physical, and financial toll. In SFY 2011, the FCSP served 22,575
caregivers with support services, including respite care, support groups, stress
management training, and other supplemental services that complement the care of the
caregiver.
 Non-medical Home- and Community-Based Services provide the necessary support
services to help individuals remain in their homes and communities. In SFY 2011, DES
provided services such as personal care to 16,119 older adults to help maintain their
independence and avoid premature and costly institutionalization.

14

 In SFY 2011, DES received 6,889 allegations of abuse, neglect, and exploitation of
vulnerable adults. Allegations investigated showed reports of abuse at 25 percent,
neglect at 72 percent, and exploitation at 28 percent (a case may have multiple
allegations). All allegations of abuse, neglect, and exploitation were investigated. Staff
also provided the needed resources and protective services in a timely manner.
 In SFY 2011, 1,048 veterans were served during the Arizona StandDown, a three-day
event held at the Arizona State Fairgrounds, with over 700 volunteers offering former
servicemen and women an array of services, including medical and dental care, legal
counseling, and job and housing opportunities. This year the Arizona StandDown
became the largest veteran outreach event in the nation. Twenty-two percent of the
veterans served were chronically homeless and 45 percent of the veterans reported living
on the streets or in emergency shelters. Only 12 percent of the veterans who attended
were currently employed. DES staff provided one-on-one case management services,
including veteran’s registrations, job referrals, referrals to support services, resume
assistance, assistance with requesting forms, and accessing benefits.

Increase Self-Sufficiency
 The Refugee Resettlement Program provides, under direct contracts with voluntary
agencies, long-term culturally and linguistically appropriate employability and
employment services. This assists eligible beneficiaries with achieving economic selfsufficiency as quickly as possible after arrival in the United States. During SFY 2011,
1,426 refugees entered employment through this program compared to 1,077 in SFY
2010.


Each year, the National United Cerebral Palsy Association conducts and publishes a
study called ―The Case for Inclusion,‖ which analyzes the provision of Medicaid services
for Americans with intellectual and developmental disabilities across the country. The
Department’s Division of Developmental Disabilities (DDD) ranked number two in this
year’s report, down from number one last year. While different reports measure quality
in various ways, this particular study looked at several factors in Medicaid for each state,
such as the degree to which services are community-based; the percent of people in small
homes versus larger homes; the level of family support (such as people receiving Homeand Community-Based Services in the family home); the percentage of people living in
the family home; quality assurance programs; and the percentage of individuals in
competitive employment. The Division did particularly well in the area of family
support; people living in the family home; the percentage of funding spent in the
community; the number of small homes; participation in National Core Indicators
surveys, and the small percentage of people waiting for services. In spite of recent
economic challenges, DDD continues to work with consumers, families, the provider
community, and stake holders to provide much needed services to over 31,000
consumers.

15



The Comprehensive Blind Adjustment Contracts have significantly improved the quality
of services to individuals who are blind or visually impaired. The Rehabilitation Services
Administration (RSA) has partnered with community providers to coordinate blind
adjustment services, which has resulted in reducing the time required for clients to
complete adjustment services and has improved the communication and partnering
among individuals with a visual impairment, providers, and staff. Currently, the
contracts have two major program categories, Adult and Transition. The programs
provide the normal blind rehabilitation adjustment services, which include Rehabilitation
Teaching, Orientation and Adjustment to Disability, Orientation and Mobility, Assistive
Technology Training, Assistive Technology Devices, Technology Installation and
Configuration, Low Vision Assessment, Aids and Devices, and Training Services. The
programs also provide many varieties of employment-related services, including Career
Exploration, Job Readiness, Resume Writing and Interviewing, Job Development and
Placement, Work Station Assessment, Post-Employment Retention Services, and many
varieties of specific skill training such as Braille Instruction, English as a Second
Language, and On-Site Life Coaches for managing life on one’s own.



The Comprehensive Blindness Transition Pilot Program for students with the primary
disability of blindness began in June 2010. Twenty-eight participating high school
students received comprehensive adjustment services from two providers: the Colorado
Center for the Blind and the Southern Arizona Association for the Visually Impaired.
The comprehensive adjustment programs include training in mobility, communication,
personal and home management, the use of assistive technology, and self-advocacy
necessary for successful transition to the world of work. In addition to the 28 high school
students attending the comprehensive adjustment programs, six post–high school students
are attending college preparatory programs. The program’s goals are to teach the
necessary adaptive skills and instill the self-confidence to be successful in employment or
in postsecondary education/skill training in high school students who are blind and
visually impaired.



ASA conducts administrative hearings and reviews for numerous Department programs,
including Unemployment Insurance. Appeals for the Unemployment Insurance program
continued to be of great importance this year because of the ongoing economic downturn.
Unemployment benefits assist workers conduct a work search, find employment, and
achieve self-sufficiency. Despite workload levels several times higher than those
experienced before the recession, ASA met all U.S. Department of Labor standards for
timeliness and appeals quality.



The Division of Child Support Enforcement (DCSE) was invited to participate in the
national TANF reauthorization and federal incentive review committees by the federal
Office of Child Support Enforcement. Representatives from child support were invited to
speak on the performance incentives and child support payment processing technology
and national conferences. Arizona is being consulted on issues of national relevance to
the child support community.

16



The Department continues to participate in the National Core Indicators Project, which is
a project that has outlined approximately 100 consumer, family, systemic, cost, and
health and safety outcomes. A variety of tools including consumer surveys measure areas
such as the satisfaction with supports and services provided to people with developmental
disabilities and their families. Preliminary data for fiscal year 2011 show a consistent
level of satisfaction since 2000. Based on the information generated by this survey, the
Department is focusing on alleviating loneliness through increasing self-advocacy. Each
District has a Consumer Advisory Council that will advise the District on ways to assist
consumers in becoming self-determined advocates.

Collaborate with Communities to Increase Capacity


DES provides staffing and technical assistance to Governor Brewer’s ArizonaSERVES
Task Force and Web site. The purpose of ArizonaSERVES—Arizona Serving,
Engaging, Responding, Volunteering, Encouraging and Supporting—is to connect the
resources of faith-based and nonprofit organizations to the needs of Arizona’s most
vulnerable citizens. Arizona is currently facing unprecedented economic conditions that
are having a significant impact on the lives of many citizens, businesses, and service
providers across the state. Faith-based and nonprofit organizations have continually
demonstrated a commitment to serving Arizona’s children, adults, and families. During
these challenging times, it is critical that partnerships with faith-based and nonprofit
organizations are strengthened to ensure that our shared resources are creatively and
effectively utilized.



DES partners with faith-based organizations to engage, connect, and support them as
partners in Arizona’s economic recovery and safety net efforts. The needs of our
communities are rising, and traditional places for help are overwhelmed. Government
resources are scarce, and faith partners continue to offer to help meet the needs of our
communities. Each partner has a unique talent, capability, or gift that compliments one
another to help those in need. DES provides staffing resources for the Arizona Council
on Faith-Based and Community Initiatives. The council is dedicated to engaging and
mobilizing all faith communities to improve the quality of life for our most vulnerable
and impoverished people through a statewide, action-oriented collaboration of faithbased, community, and governmental organizations.

 All around the state, community network teams sponsored by the Department meet
regularly to discuss the quality of life for residents within their communities—especially
for their neighbors who need a helping hand. These teams identify gaps in local human
services and work to focus all available resources on eliminating those gaps. Ending
hunger, poverty, and violence or improving transportation, health care, child safety, or
career training are just a few of the issues the groups work collaboratively to resolve.
 CommunityConnect, an e-newsletter for community leaders and community members
across Arizona that is produced by the Department, provides those who deliver human
services with resources and information and provides a platform for sharing community
17

successes among groups and geographically dispersed communities. The e-newsletter
reaches over 8,200 Arizonans.
 DES convenes statewide roundtables for municipal human service professionals for
education and networking. The purpose of these roundtables is to allow municipal
human services managers and staff the opportunity to meet their peers and to share ideas,
concerns, solutions, and stories with one another. Attendees unanimously agree that the
roundtables are of high value to them, and attendees especially appreciate being in direct
contact with others who face the same issues that they grapple with every day. Twenty
municipalities, mostly from the greater Phoenix area, participated in SFY 2011.


Since 1988, the DDD Adaptation Station in Pima County has designed and constructed
adaptive equipment for children and adults with developmental disabilities. This year,
the Adaptation Station was supported by more than 29 volunteers and 122 helpers
contributing a total of 3,658 volunteer hours, which saved the state approximately
$78,000 in comparable wages. The volunteers produced and adapted more than 950
items to assist over 230 consumers by adapting such items as battery-operated toys with
homemade switches, therapy-positioning devices, and furniture; sewing weighted vests,
blankets, and upholstery; and designing other adaptations for home and work. Materials
used to construct these items cost $17,000, where comparable catalog items would be
between $50,000 and $100,000. By providing this much needed service for the cost of
materials only, a considerable cost savings is passed on to the consumer and taxpayer.
Most items made are custom tailored to the individual and are not available on the
market.



The Volunteer Services Program was established in 1988 and continues to work to
identify volunteer opportunities within the Department to ensure the successful
integration as well as positive contributions of volunteers. Annually, hundreds of
volunteers assist the Department and contribute thousands of hours of work. During SFY
2011, volunteers contributed more than 110,000 hours to help ensure that DES families
received needed services. They assisted with everything from administrative support and
transporting children and vulnerable adults to medical and court-ordered appointments
and providing quality federal and state-mandated services for Arizona’s families in need.



The Department partners with Pilot Parents of Southern Arizona to provide Partners in
Policymaking. Partners in Policymaking is an innovative leadership training program
that teaches people to be community leaders and to affect systems and policy change at
the local, state, and national levels. The program is designed for individuals who have a
disability and for parents raising children with a disability. Partners in Policymaking
provides the most current information and education about disability policy; the
legislative process; and local, state, and national issues that affect individuals with
disabilities. Program participants are people who are ready to work for long-term
systems change and for change in public policy. The overall goal of the program is to
foster a partnership between people who need and use services for disabilities and those
who determine public policy. Program graduates gain the abilities to teach policymakers
a new way of thinking about people with disabilities.
18



The Department contracts with Raising Special Kids and Pilot Parents of Southern
Arizona to provide peer counseling to persons with developmental disabilities. This
service provides self-help opportunities through education, training, information, and
through encouragement and support to individuals, families and other caregivers. It also
maintains open communication with professionals in fields such as education, healthcare,
child protection, and law enforcement to increase awareness and understanding of
developmental disabilities.



The Department partners with the Sonoran University Center of Excellence in
Developmental Disabilities (UCEDD) on a project to describe and address barriers to
effective late-life transitions and end-of-life care for aging caregivers of adults with
developmental disabilities.



The Department is a partner in Arizona’s Aging and Disability Resource Center, whose
goal is to create a coordinated system of information, assistance, and access for all people
seeking long-term care services. This system, known as AzLinks, includes a Web site
(www.azlinks.gov) that provides links to federal, state, and other agencies, integrating
resources on a variety of relevant topics. AzLinks also has a reference manual for people
who do not have access to the Internet.



The Phoenix South Mountain Step Down Group Home has been in operation since
September 2004. This home was a collaborative effort between DDD and the behavioral
health entity, Magellan. Both groups continue to work collaboratively to support
individuals who are transitioned through this setting from psychiatric hospitalization or
crisis centers back into long-term placement in the community. This past year, the home
has supported eight individuals with developmental disabilities or mental health
challenges with an average length of stay of 90–120 days. The individuals who have
transitioned out of the program have been successful in their long-term community
placements.



The Department is a partner in the ―This is MY Life‖ self-determination project.
Training and support is offered by two community agencies (Arizona Bridge to
Independent Living (ABIL) and Direct). With this training and support, people with
developmental disabilities gain confidence in expressing themselves in order to live the
way they want to live.



DDD continues to represent DES on the Governor’s Arizona Developmental Disabilities
Planning Council (DDPC). The DDPC was established by Governor Brewer through
Executive Order 2009-08 enacted on September 3, 2009, pursuant to Public Law (PL)
106-402; also known as the Developmental Disabilities Assistance and Bill of Rights Act
of 2000. It is composed of 23 members, including persons with developmental
disabilities; parents/guardians of children with developmental disabilities; immediate
relatives or guardians of adults with mentally impairing or cognitive developmental
disabilities who cannot advocate for themselves; and other government and community
members as defined by the PL. The mission of the DDPC is to represent the interests
19

and needs of persons with developmental disabilities with particular attention dedicated
to persons who are not served or are underserved throughout the State of Arizona. The
related purpose of the DDPC is to engage in advocacy, capacity building and systemic
change to increase inclusion and involvement in the community, and strives to achieve
the essence of the Developmental Disabilities Act by promoting self-determination,
independence, productivity and integration to support persons with developmental
disabilities and their families in all facets of community life.

Increase Efficiency and Effectiveness through Innovation and Accountability


The Department has formed the Office of Accountability that will help DES develop an
enterprise approach to performance management and accountability. The head of this
new office is part of the Director’s staff and reports directly to the Director. The Office
encourages coordination of DES programs, unifying management, employees,
stakeholders, and customers through a shared understanding of the agency’s goals and
objectives. Specifically, the office measures individual, team, organizational, and
stakeholder accountability. This includes risk management and early warning and
prevention of issues that may affect program quality. It recommends steps to mitigate
and prevent fraud, waste, and abuse and seeks timely measures to resolve problems.
Where necessary, it helps to develop corrective and preventive action plans, and it seeks
measures that enable continual improvement of key business functions.
The Office of Accountability is developing a performance management system that is
integrated vertically and horizontally. Vertical integration will align employee efforts
with the agency’s goals and promote improvement through cascading goals and
objectives to each level of the agency. Horizontal integration optimizes work flows
across programs. This helps DES deliver customer-focused services and assesses
individual processes from the customer’s perspective.
The Office is developing tools for forecasting, monitoring, and measuring performance at
each level of the agency, including:
o
o
o

o



Quality control process that can be used by individuals and their supervisors.
Self-assessment. This is an ongoing process, used by each program and function, to
monitor its own performance, evaluate its capacity, and find improvements.
Third-party reviews conducted by the Office. These reviews will compare
performance against projections, identify opportunities for improvement, and develop
action plans.
Outcome evaluations are also conducted by the Office. These evaluations will assess
the extent to which programs contribute to outcome-oriented objectives for the entire
agency.

With reduced resources in state government and the increased need for social services,
the Department implemented a service area reorganization that resulted in reducing
service areas from six to five for each program. This change enabled the Department to:
20

o Streamline service delivery to its clients;
o Reduce administrative layers to bring more service and support to the field;
o Realign available administrators to better support personnel working closest to clients
and families, by reducing the vertical levels in the organization; and
o Balance caseloads more evenly throughout the state.

1



Since March 2009, the Department has been engaged in consolidating office space
throughout Arizona to assist in reducing cost to mitigate the impact of the budget
reductions on our staff and clients. These efforts have resulted in 42 office closures since
inception and specifically 10 offices closing in SFY 2011. The office consolidations
have resulted in savings exceeding $3.5 million in SFY 2010 and $4.3 million in SFY
2011. The projected savings for SFY 2012 is $5.6 million. In addition, lease rate
reductions were negotiated for other locations, providing further savings of $1.5 million
in SFY 2010 and SFY 2011.



DCSE focuses on process improvement using Six Sigma and Lean principles. This focus
has helped to improve its overall performance, as well as that of its individual federal
requirements. DCSE has increased its consistency in assessing case management
activities, guiding DCSE managers and supervisors in their decision-making activities,
and improving outcomes for families. In the area of paternity establishment, DCSE
received the highest paternity establishment percentage among 54 national child support
programs for three consecutive years. DCSE continues to seek national best practices
and research to continue this upward climb.



Approximately one in six Arizonans received benefits administered by the Division of
Benefits and Medical Eligibility (DBME) during SFY 2011.1 With that workload,
DBME began implementation of a new process management model. The new model
focuses on streamlining eligibility practices and processes for applications and
interviews; verification and eligibility decisions; and maintenance and recertification of
cases. DBME has improved its lobby management with a FAST tracker system to
capture, assign, and track client flow. This allows management to track client ―time in‖
and ―time out,‖ which is used for resource planning. In addition, in conjunction with the
electronic application process through HEA, emphasis is placed on completing the entire
application and authorization process in one visit. This emphasis will allow DBME to
dramatically reduce the number of repeat office visits and phone calls, thereby
minimizing lobby traffic and reducing the amount of effort and time spent on each case.



Using the new process management model and the HEA application process, DBME has
begun migrating from a labor-intensive and inefficient caseload assignment process to a
team approach allowing greater collaboration between offices to manage the workload
statewide. DBME has utilized current technology and is working to improve its
telephony and computer network infrastructure to manage its workload. Offices may
shift work one to another in order to reduce backlogs and maintain timeliness. The new

2010 U.S. Census Bureau Data for Arizona.
21

process and technology improvements will allow DBME to manage and maintain an
increasing workload while minimizing the need to maintain a proportionally increasing
workforce.


Beginning July 1, 2010, the Office of Special Investigations (OSI) established and staffed
a new Trafficking Detection Unit (TDU). The unit consists of three certified police
officers and one administrative assistant responsible for investigating SNAP fraud. In
addition, TDU partners with the U.S. Department of Agriculture’s Office of Inspector
General and other law enforcement agencies to curtail client and merchant violations.
The OSI TDU investigates SNAP fraud and submits those cases to the Arizona Office of
the Attorney General for prosecution. From July 1, 2010 through June 30, 2011, 242
investigations were initiated, and 194 were completed. In 70 of these investigations,
fraud was detected. The total amount of overpayments identified exceeded $8,000, and
cost avoidance during the certification period was over $50,000. Several states and the
U.S. Department of Agriculture’s Food and Nutrition Service have contacted the
Department for details of this initiative.

22

Section 6 – Economic Conditions and Outlook
The Office of Employment and Population Statistics (EPS) within the Arizona Department of
Administration (ADOA) is forecasting a gradual increase in nonfarm employment in Arizona for
the 2011–2012 projections time period.2 In comparison to the employment forecast released
earlier in April, nonfarm employment growth has been forecast to be slightly slower in 2011 and
moderate in 2012. An over-the-year gain of 15,500 nonfarm jobs is expected in 2011 and 29,900
in 2012. The previous forecast in April was for a 17,300 job gain in 2011 and 34,600 in 2012.
In the current forecast, the rate of growth projected for total nonfarm employment is 0.7 percent
in 2011 and 1.2 percent in 2012. A total of 45,400 nonfarm jobs are forecast to be gained over
the two projected years (2011 and 2012).
Nationally, the forecasts for various economic indicators such as Gross Domestic Product
(GDP), consumer spending, etc., have been scaled back from previous forecasts on a more
cautious global outlook. In Arizona, net positive over-the-year gains started only since January
2011. Although employment is growing in Arizona, the speed of recovery has been weak.
Arizona continues to face slow population growth, high unemployment, reduced income and
wealth, weak housing and commercial real estate markets, and continued budgetary constraints
in state and local governments.
In this forecast update, there are some sectors where the forecast has changed more than others.
The major sectors with larger projected job gains or smaller projected job losses include:
Educational and Health Services; Manufacturing; Other Services; and Construction. On the
other hand, the major sectors with smaller forecast job gains or larger projected job losses
include: Leisure and Hospitality; Trade, Transportation and Utilities; Financial Activities;
Natural Resources and Mining; Information; Professional and Business Services; and
Government.
Although 2011 appears to be better than the previous recessionary years, there are signs of
slowing down in the economic environment in the U.S. Economic indicators such as GDP, real
income, employment, industrial production, and wholesale have showed some signs of
weakening in the U.S. Retail sales have been increasing as a result of higher food and energy
cost. However, real personal consumption expenditures are declining. The future direction of
federal economic policy is uncertain. There are indications of a tightening federal fiscal policy
in the coming years. Banks have relaxed their underwriting criteria slightly, which has helped
improve consumer and small business lending compared to the recessionary years.
Compared to the previous years, some improvements in the private sector have been seen
because of increasing business and consumer spending. On the business side, firms have
increased their investment spending on capital equipment to boost future labor productivity.
Although corporate profits are rising, corporate investment is growing slowly as businesses are
being cautious. Labor productivity and the number of hours worked have increased compared to
last year. This has resulted in slow hiring. Consumer confidence has dropped since the first
quarter of 2011. The continued impact of higher food and oil prices is expected to result in less
2

Arizona Department of Administration, Office of Employment and Population Statistics. ―Employment Forecast
Update‖ October 6, 2011.
23

disposable income being available to the consumer for local spending. With the weakening of
the economic growth, inflation concerns are expected to ease in the coming year.
A weaker dollar will continue to increase export demand and international tourism at least in the
short term. With slowing economic growth internationally, the demand for U.S. exports and the
rate of foreign direct investment in the U.S. economy is expected to slow down a bit. The
European Union is dealing with the debt problems in the Euro monetary system. Japan is
gradually emerging from the multiple disasters of the tsunami and nuclear power stations that
occurred in March 2011. Although the dollar is weak relative to other currencies at present, the
direction it will take in the future is not very clear.
Other factors mentioned in the last forecast continue to persist:


Weaker population in-migration: The continued fall in home values across the U.S. has
exacerbated many of the existing financial and economic problems connected to housing
in the Arizona economy. Declines in U.S. home values since the beginning of the
economic downturn in December 2007 have caused many home mortgages to become
―underwater‖ and has limited the ability of people to move across state lines.



International Investment and Outsourcing: Many U.S.-based corporations are now
investing and expanding their operations internationally because of the opportunities to
sell their goods and services in expanding markets. Consequently, these corporations are
expanding employment in foreign countries, but not in the U.S.



Contraction in Federal Expenditure: Proposals have been made to reduce federal
expenditures. However, the outcome is not known. Federal government military
spending is expected to decrease. This will likely impact Arizona as military bases and
contractors are located here in Arizona. Many post offices across the country are slated
to be closed, which will have an impact on Arizona as well.

Educational and Health Services (EHS): EHS is forecast to have the largest job gains of all the
major sectors with an increase of 28,400 jobs, or 8.3 percent, for the 2010–2012 time period.
Projected job gains in EHS have increased since the original forecast release in April 2011.
Within EHS, employment increases are forecast in Educational Services for the next two years,
based on the improved performance of this sector. It is followed by Health Care and Social
Assistance. Reductions in government spending have the potential to curtail the growth of the
EHS industries.
Leisure and Hospitality (L&H): While L&H is projected to have a lower rate of job growth than
EHS at 5.8 percent; it is expected to add 14,500 jobs over the 2010–2012 time period.
Employment increases are projected across all sectors in L&H including Accommodations, Food
Services and Drinking Places, and Arts, Entertainment and Recreation. International and
domestic tourism is expected to increase as economies grow around the world and more people
travel to Arizona.

24

Trade, Transportation and Utilities (TTU): TTU is forecast to have a gain of almost 13,100 jobs,
or 2.8 percent, from 2010–2012. Employment growth in Wholesale Trade is forecast because of
expansion in Manufacturing, Natural Resources and Mining, and Retail Trade. Job gains are
expected in Retail Trade resulting from faster growth in international tourism and moderate
domestic consumer spending. Employment increases are projected in the Retail industries of
Motor Vehicles and Parts, and General Merchandise. However, job losses are projected to
continue in Furniture, Home Furnishings, Building Materials and Garden Supplies because of
continued problems in the housing market. In the TTU sectors, employment growth is projected
for the Air and Truck transport sectors as a result of expansion in the international and domestic
economies. However, growth is expected to be restrained with the rise in energy and food costs.
Employment levels in utilities are forecast to decrease because of continued problems in the
residential and commercial real estate sectors.
Manufacturing: This sector is projected to have an increase of 7,000 jobs, or 4.7 percent,
resulting from pent up domestic demand and rising export demand from overseas economic
expansion. Almost all fabrication industries are forecast to have job gains with the exception of
aerospace because of cutbacks in certain federal programs and outsourcing. Civilian commercial
aviation is not expected to fare much better because of proposed consolidation plans and rising
energy costs. The recent disasters in Japan with the earthquakes, tsunamis, and nuclear reactor
meltdowns are anticipated to have an impact on computer and electronics products fabrication,
but the exact amount is unknown. The forecast for manufacturing employment growth has
improved since the original forecast release in April 2011.
Financial Activities (FA): Job gains in FA are projected to number more than 1,300 jobs, or 0.8
percent. Employment growth is forecast in most sectors with the exception of credit
intermediation because of continued problems in the residential and commercial real estate
markets. A significant portion of the employment gains are projected in the sector of securities,
commodity contracts and other financial investments and related activities. Employment
increases in the real estate and rental and leasing sectors are forecast to occur as establishments
that are engaged in renting, leasing and other related services are expected to grow.
Natural Resources and Mining (NRM): NRM is forecast to gain almost 400 jobs, or 4.0 percent.
Rising demand for metallic mineral ores from the growth of foreign and domestic economies and
higher prices is driving these projected job gains. However, job losses are projected in the
nonmetallic mineral ore sectors of NRM as a result of continued weakness in the construction
sectors.
Information: This sector is forecast to have a loss of 900 jobs, or 2.5 percent, over the 2010–2012
period. Employment reductions are projected in both the non-telecommunications and
telecommunications sectors. Continued consolidation and absorption of excess capacity is
causing continued job losses in telecommunications. The transition of video rentals from brick
and mortar retail stores to online internet services and kiosks is driving employment reductions
in non-telecommunications sectors of information.
Professional and Business Services (PBS): Job losses in PBS are forecast to total 3,200, or 0.9
percent, over the 2010–2012 period. Projected employment losses of 3,800 jobs, or 1.1 percent
25

in 2011, are being offset by the forecast job gains of 600 jobs, or 0.2 percent in 2012. Gains in
2012 are linked to improvements in other sectors of the economy such as Manufacturing, NRM,
and Trade. From 2010 to 2012, management of companies and enterprises is one of the few
sectors with projected gains in employment. The majority of all other sectors in PBS are forecast
to have job losses.
Other Services (OS): OS is forecast to have an employment increase of 500 jobs, or 0.6 percent.
While job losses in 2011 are projected to number 900, or 1.0 percent, employment gains are
forecast in 2012 with an increase of 1,400 jobs, or 1.6 percent. Job growth is projected to return
in 2012 as a consequence of rising demand for repair and refurbishment services as consumers
delay the purchase of replacements for their durable goods.
Construction: This sector is forecast to lose 100 jobs, or 0.1 percent, from 2010 to 2012 resulting
from continued problems in residential and commercial real estate. Most of the forecast losses
for construction are in 2011 with job gains projected in 2012. In 2011 as well as 2012, Specialty
Trades sector within Construction is forecast to gain because of the need for building and
infrastructure maintenance and repair. The 2011 Construction losses far exceed the 2012 gains
resulting in a net loss for this sector. Job losses in this sector have the potential to increase
because of the ongoing problems in real estate. The number of housing starts and private
residential building permits are near historic lows and suggest that real estate problems have not
been completely resolved.
Government: This sector is projected to have the largest job losses of all major industries during
the two-year forecast time period with a reduction of 15,700 jobs, or 3.8 percent. Projected
employment losses have increased since the original forecast released in April 2011. Local
Governments are forecast to have reductions especially in the area of Education. Job losses are
also projected for the Federal Government. In contrast, the State Government is forecast to have
small job gains particularly in Education. However, depending on the outcome of Government
spending, the pendulum could shift either way in terms of job gains or losses in this sector.

Economic Conditions Summary
For the first time since the beginning of the economic downturn in 2007, Arizona is projected to
have over-the-year gains. Over-the-year gains in nonfarm employment are forecast in both 2011
and 2012 for a two-year total gain of 45,400 nonfarm jobs, or 1.9 percent. Projected gains in
nonfarm employment for Arizona have been revised downward by 12 percent since the original
April forecast. This is a result of the economic slowdown observed across the U.S. and
internationally.
In comparison to the employment forecast released in April 2011, the nonfarm employment gain
has been forecast to be slightly lower in 2011 and 2012. An over-the-year gain of 15,500
nonfarm jobs is expected in 2011 and 29,900 in 2012. The previous forecast in April 2011 was
for a 17,300 job gain in 2011 and 34,600 in 2012. The rate of growth projected for total nonfarm
employment is virtually unchanged at 0.7 percent in 2011 and now is at 1.2 percent in 2012.

26

Gains in 2012 are expected to be relatively better than 2011 and the net result is forecast gains in
seven out of the eleven major sectors between 2010 and 2012. Educational and Health Services;
Leisure and Hospitality; and Trade, Transportation and Utilities sectors are forecast to have the
majority of these job gains. Other sectors are expected to have employment losses. Based on
2010 annual average data, Arizona has been lagging behind the U.S. in terms of employment
growth. In terms of projected growth in nonfarm employment, our forecast for 2012 suggests
Arizona will be growing slightly faster than the Global Insight projections for the U.S.

27

Section 7 – Statistics
ARIZONA DEPARTMENT OF ECONOMIC SECURITY
Comparison between Arizona and United States Population
For Calendar Years Ended December 31
(2010 is the most recent data available)

Year

Arizona
Population

United States
Population

Percent
Change
In Arizona
Population

Percent
Change
in U.S.
Population

2001

5,287,510

284,968,955

2.2%

1.0%

2002

5,411,164

287,625,193

2.3%

0.9%

2003

5,554,235

290,107,933

2.6%

0.9%

2004

5,725,610

292,805,298

3.1%

0.9%

2005

5,924,476

295,516,599

3.5%

0.9%

2006

6,116,409

298,379,912

3.2%

1.0%

2007

6,274,981

301,231,207

2.6%

1.0%

2008

6,368,649

304,093,966

1.5%

1.0%

2009

6,389,081

306,771,529

0.3%

0.9%

2010

6,401,569

309,349,689

0.2%

0.8%

Source: Arizona estimates by the Arizona Department of Administration; United States estimates by the U.S. Census
Bureau.
Note: The percent growth between 2000 and 2001 represents 15 months between the April 1, 2000 U.S. census and
the July 1, 2001 estimate. Other growth rates are annual between the July 1 estimates dates.

Percent Change

Population Growth
4.0%
3.5%
3.0%
2.5%
2.0%
1.5%
1.0%
0.5%
0.0%

2001

2002

2003

2004

2005

2006

Calendar Year

Arizona

28

U.S.

2007

2008

2009

2010

ARIZONA DEPARTMENT OF ECONOMIC SECURITY
Comparison between Arizona and United States Per Capita Income
For the Calendar Years Ended December 31
(2010 is the most recent data available)

Year

Arizona Per
Capita Income

U.S. Per
Capita Income

Percentage
Change in
Arizona Per
Capita Income

Percentage
Change in
U.S. Per
Capita Income

2001

30,574

26,193

2.40%

2.10%

2002

30,821

26,474

0.80%

1.10%

2003

31,504

26,989

2.20%

1.90%

2004

33,123

28,710

5.10%

6.40%

2005

34,650

30,672

4.60%

6.80%

2006

36,744

32,353

6.00%

5.50%

2007

38,564

32,900

5.00%

1.70%

2008

34,335

40,208

4.40%

4.30%

2009

33,244

39,626

-3.20%

-1.40%

2010

34,553

39,945

3.90%

0.80%

Source: Arizona and U.S. data provided by the Bureau of Economic Analysis.
Note: The information contained in the sources used for this table is revised on a continuing basis and, accordingly,
the amounts in the above table have been revised. Therefore, amounts presented may not match the amounts
reported for prior years.

Change in Per Capita Income

Percent Change

8.00%
6.00%

4.00%
2.00%
0.00%

-2.00%
-4.00%
2001

2002

2003

2004

2005

2006

Calendar Year

Arizona

29

U.S.

2007

2008

2009

2010

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

State Funds

Federal Funds

Other Funds

Total Funds

2002

449,946,977

1,406,217,101

511,087,455

2,367,251,533

2003

434,725,701

1,350,528,136

856,181,840

2,641,435,677

2004

472,442,402

1,420,389,817

846,938,314

2,739,770,533

2005

595,906,541

1,461,830,185

778,674,563

2,836,411,289

2006

626,707,813

1,543,938,187

771,890,762

2,942,536,762

2007

734,043,579

1,498,649,185

943,064,161

3,175,756,925

2008

801,862,086

1,703,396,765

1,080,817,875

3,586,076,726

2009

705,314,168

2,359,577,901

1,540,321,161

4,605,213,230

2010

512,735,693

3,804,712,359

1,667,553,184

5,985,001,236

2011

579,759,832

3,701,195,606

1,341,056,629

5,622,012,067

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

Dollars

Expenditures by Function and Funding Source (in millions)
7,000
6,000
5,000
4,000
3,000
2,000
1,000
0
2002

2003

2004

2005

2006

2007

2008

2009

Fiscal Year

State Funds

Federal Funds

30

Other Funds

2010

2011

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

Year

State
General Fund
Appropriations

Federal
Financial
Assistance

Employers UI
Contributions

Interest on
Investments

2002

463,456,900

1,604,700,337

162,157,379

2003

422,581,074

1,683,066,873

2004

484,037,500

2005

Other

Total

66,619,568

76,573,245

2,373,507,429

160,962,888

58,776,481

72,830,370

2,398,217,686

1,893,683,834

194,894,098

46,839,769

51,605,255

2,671,060,456

606,123,799

1,892,812,895

267,264,774

41,401,296

77,732,065

2,885,334,829

2006

632,655,200

2,030,183,141

311,448,934

40,801,691

67,787,346

3,082,876,312

2007

738,670,201

2,105,465,538

322,919,404

48,568,677

75,508,022

3,291,131,842

2008

796,735,199

2,313,806,342

300,370,732

52,175,707

45,081,303

3,508,169,283

2009

686,602,626

3,102,226,928

268,808,745

40,829,934

114,566,869

4,213,035,102

2010

518,620,000

4,588,870,453

355,638,066

10,776,494

108,314,873

5,582,219,886

2011

550,548,801

4,414,792,386

414,044,300

977,582

55,876,445

5,436,239,514

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

Fiscal Year

Revenues by Funding Source (in millions)
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011

0

1,000

2,000

3,000

4,000

5,000

Dollars

State General Fund Appropriations

Federal Financial Assistance

Employers' UI Contributions

Interest on Investments

Other

31

6,000

ARIZONA DEPARTMENT OF ECONOMIC SECURITY
Comparison between Arizona and United States Unemployment
For Calendar Years Ended December 31
(2010 is the most recent data available)

Year

Number of
Unemployed
in Arizona

Number of
Unemployed
in U.S.

Unemployment
Rate – Arizona

Unemployment
Rate – U.S.

2001

121,500

6,801,000

4.70%

4.70%

2002

161,600

8,378,000

6.00%

5.80%

2003

155,800

8,774,000

5.70%

6.00%

2004

138,700

8,149,000

5.00%

5.50%

2005

133,800

7,591,000

4.70%

5.10%

2006

121,200

7,001,000

4.10%

4.60%

2007

114,100

7,078,000

3.80%

4.60%

2008

183,100

8,924,000

5.90%

5.80%

2009

305,500

14,265,000

9.70%

9.30%

2010

316,200

14,825,000

10.00%

9.60%

Source: Arizona data was provided by the Arizona Department of Administration; U.S. data was provided by the U.S.
Department of Labor, Bureau of Labor Statistics.
Note: Unemployment rates are seasonally adjusted.

Unemployment Rate
12.00%
10.00%
Rate

8.00%
6.00%
4.00%

2.00%
0.00%
2001

2002

2003

2004

2005

2006

Calendar Year

Arizona

32

U.S.

2007

2008

2009

2010

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

Year

Total Employer
Contributions

Total Benefits
Paid

Fund Balance

2002

338,555,460

407,021,875

1,033,275,970

2003

237,542,722

467,411,646

860,871,706

2004

247,481,831

394,987,858

759,016,265

2005

261,480,966

287,693,670

772,158,698

2006

317,941,840

224,142,148

902,130,314

2007

330,183,208

246,783,048

1,029,325,981

2008

309,214,081

354,892,511

1,032,075,498

2009

276,732,990

1,061,358,568

602,590,236

2010

339,745,124

2,123,766,228

16,689,508

2011

412,472,497

1,684,068,675

16,864,876

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

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

Dollars

2,000

1,500
1,000

500
0
2002

2003

2004

2005

2006

2007

2008

2009

2010

Fiscal Year

Employers' Contributions

33

Benefits Paid

Fund Balance

2011

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

Year

Average
Monthly
Number of
Households

Average
Monthly
Number of
Persons

Average
Monthly
Allotment
Per Household

Average
Monthly
Allotment
Per Person

Average
Monthly
Benefits
Distributed

2002

134,135

355,722

217.64

82.07

29,193,426

2003

171,247

442,320

223.06

86.36

38,198,140

2004

204,010

521,992

227.63

88.96

46,438,594

2005

217,983

546,369

234.06

93.38

51,021,394

2006

221,944

546,424

234.30

95.15

52,001,162

2007

218,598

537,072

238.18

97.10

52,150,403

2008

246,767

600,549

244.49

100.44

60,340,187

2009

313,126

752,772

277.44

115.41

86,875,088

2010

422,583

986,413

302.07

129.41

127,649,820

2011

458,580

1,049,522

291.35

127.30

133,607,965

Source: The Arizona Department of Economic Security, Family Assistance Administration.

500,000
450,000
400,000
350,000
300,000
250,000
200,000
150,000
100,000
50,000
0

$350
$300
$250
$200
$150
$100
$50
$0
2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

Fiscal Year

Average Monthly Number of Households

Average Monthly Allotment per Household

34

Per Household

Households

Supplemental Nutrition Assistance Program (SNAP)
Benefit Participation

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

Year

Average Monthly
Number of
Cases

Average Monthly
Number of
Recipients

Average Monthly
Payment
Per Case

Average Monthly
Payment
Per Recipient

Average
Monthly
Payments

2002

42,102

109,547

286.99

110.30

12,082,660

2003

47,298

121,193

282.76

110.35

13,373,618

2004

51,318

122,577

284.92

119.28

14,621,497

2005

45,742

105,517

282.38

122.41

12,916,521

2006

41,580

93,553

278.60

123.82

11,584,130

2007

37,616

82,408

275.83

125.90

10,375,533

2008

37,030

80,221

274.59

126.75

10,167,799

2009

38,467

83,969

258.19

118.28

9,931,702

2010

37,779

82,127

213.21

98.08

8,054,784

2011

19,827

44,842

212.42

93.92

4,211,688

Source: The Arizona Department of Economic Security, Family Assistance Administration.
Note: Effective July 2010, the maximum state time limit to receive monthly Cash Assistance benefits was reduced to
36 months.

Average Monthly Number of Cases
60,000
50,000
Cases

40,000
30,000
20,000

10,000
2002

2003

2004

2005

2006

2007

Fiscal Year

35

2008

2009

2010

2011

ARIZONA DEPARTMENT OF ECONOMIC SECURITY
Temporary Assistance for Needy Families Cash Assistance
For the Fiscal Years Ended June 30
(Continued)
Average Monthly Payment per Case

Payment per Case

350
300

250
200

150
100
50
0
2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

Fiscal Year

Total Cash Assistance Cases
30,000

Cases

25,000

20,000
15,000
10,000
5,000
0
Jul2010

Aug2010

Sep2010

Oct2010

Nov2010

Dec2010

Jan2011

Month / Year

36

Feb2011

Mar2011

Apr2011

May2011

Jun2011

ARIZONA DEPARTMENT OF ECONOMIC SECURITY
Jobs Program
Comparison of Participants and Participants Employed
Percentage Retained
Employment for at Least 90 Days

Year

Number of Participants

Total Employed

2002

23,818

12,513

46%

2003

32,008

15,490

46%

2004

42,565

20,185

44%

2005

51,130

20,940

50%

2006

53,377

21,067

48%

2007

42,405

16,780

37%

2008

46,558

18,101

33%

2009

53,800

13,097

27%

2010

46,010

8,416

45%

2011

31,380

7,052

40%

Source: The Arizona Department of Economic Security, Employment Administration.

60,000

60%

50,000

50%

40,000

40%

30,000

30%

20,000

20%

10,000

10%

0

0%
2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

Fiscal Year

Number of Participants

Employed

37

Retained after 90 Days

Percentage Retained

Number of Participants

Jobs Program Participants Employed to the Percentage Retained

ARIZONA DEPARTMENT OF ECONOMIC SECURITY
Child Support Enforcement Collections
For the Fiscal Years Ended June 30

Year

TANF
Collected
for Arizona

TANF
Collected for
Other States

Non-TANF
Collected
for Arizona

Non-TANF
Collected for
Other States

Non-IV-D
Collected

Total
Collections

2002

28,407,500

8,193,600

199,834,500

17,659,300

270,510,400

524,605,300

2003

26,262,600

8,267,100

204,043,700

17,981,500

281,660,900

538,215,800

2004

29,889,000

8,061,600

217,531,600

17,989,100

290,084,200

563,555,500

2005

30,662,600

8,211,600

231,762,600

21,264,400

300,827,700

592,728,900

2006

29,474,800

8,487,900

246,437,800

22,883,800

312,881,500

620,165,800

2007

31,837,800

8,505,300

270,570,900

25,309,500

327,108,300

663,331,800

2008

33,362,400

5,926,800

291,069,400

19,853,500

332,425,300

682,637,400

2009

31,337,600

7,402,700

294,618,000

27,266,400

328,738,000

689,362,700

2010

25,854,600

7,086,300

299,449,600

28,356,400

321,096,000

681,842,900

2011

21,248,700

6,757,400

301,646,700

29,625,500

329,574,400

688,852,700

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

Child Support Enforcement Collections (in millions)
800
700
600

Dollars

500
400
300
200
100
0

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

Fiscal Year

IV-D TANF Collected for Arizona $
IV-D Non-TANF Collected for Arizona $
Non-IV-D Collected $

IV-D TANF Collected for Other States $
IV-D Non-TANF Collected for Other States $

38

1964 (Title VI & VII), and the Americans with Disabilities Act of 1990 (ADA), Section 504 of
the Rehabilitation Act of 1973, and the Age Discrimination Act of 1975, the Department
prohibits discrimination in admissions, programs, services, activities, or employment based on
race, color, religion, sex, national origin, age, and disability. The Department must make a
reasonable accommodation to allow a person with a disability to take part in a program, service
or activity. For example, this means if necessary, the Department must provide sign language
interpreters for people who are deaf, a wheelchair accessible location, or enlarged print materials.
It also means that the Department will take any other reasonable action that allows you to take
part in and understand a program or activity, including making reasonable changes to an activity.
If you believe that you will not be able to understand or take part in a program or activity
because of your disability, please let us know of your disability needs in advance if at all
possible. To request this document in alternative format or for further information about this
policy, contact (602) 542-3882; TTY/TDD Services: 7-1-1.

39