While the economic environment in Arizona has gradually improved, vulnerable individuals and families rely on the Department for life-saving protective services and essential economic support. The Department has made important improvements in how we deliver benefits, goods and services to vulnerable individuals and families. The Plan outlines several of these on-going improvement efforts including cost-saving process improvements, expanded community collaborations, enhanced transparency and increased accountability.

Arizona’s travel and tourism industry is operating in a new landscape driven by sustained economic challenges, evolving demographics, emerging technology and shifts in consumer travel patterns. Thus the creation and importance of its 5-Year Strategic Plan is to lay the foundation upon which our agency will take the lead and assist in the continued growth and prosperity of our industry over the next five years, further contributing to the overall economic development of the state.

By February of 1998, the Deloitte Consulting firm was under contract with the State of Arizona and had embarked upon what would become an extensive ten-month evaluation of the primary components of Arizona’s Juvenile Justice System. The main focus of the audit from the beginning was the Administrative Office of the Courts, the Juvenile Justice Services Division, the juvenile courts and their probation departments, and the Department of Juvenile Corrections. As part of the audit, both financial and program audits were conducted related to prevention, diversion (early intervention), probation and treatment. In December of 1998, Deloitte Consulting issued its final report to the Committee. The report, which consisted of hundreds of pages of detailed findings, concluded that “It is our assessment that the Arizona Juvenile Justice System is one of the best in the nation.”

The Renewing Arizona Family Traditions program responds to the needs of Arizona's youth and families by providing intensive, family-oriented services to court referred youth. This report reviews the successes as well as the opportunities for growth within the RAFT program and examines the program through a presentation of the data collected by the Administrative Office of the Courts through its contract providers and other sources. The data is recorded by provider agencies and their respective regions and includes intake and discharge/outcome information.

The data for this report are extracted each year from fourteen juvenile courts’ Juvenile On-Line Tracking Systems. JOLTS is the automated juvenile court information management system. After using JOLTS for more than 25 years, July 1, 2008, Maricopa County upgraded to their new Integrated Court Information System. Each juvenile court actively participates in collecting and maintaining the data to ensure quality and accuracy. This report provides an overview of the juveniles processed at various stages of the juvenile justice system statewide.

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. This report provides an overview of the Department’s achievements in meeting the needs of Arizonans and 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 its successes and to achieve our mission to promote the safety, well-being, and self-sufficiency of Arizona’s children, adults, and families.

The Arizona Workforce Connection is a statewide system committed to coordinating a comprehensive approach to workforce development. It incorporates the state’s economic development goals and strategies using federal, state, and local resources. The AWC consists of the Governor’s Council on Workforce Policy, 14 Local Workforce Investment Areas along with their respective Local Workforce Investment Boards, comprehensive One-Stop centers, satellite offices, and an array of workforce partners. This report describes how WIA Title IB services are provided in Arizona, highlights local and state accomplishments, and concludes with performance results.