Coming into Focus A Needs Assessment and State Plan for Iowans with Brain Injury, November 1998

Coming Into Focus presents a needs assessment related to Iowans with brain injury, and a state action plan to improve Iowa’s ability to meet those needs. Support for this project came from a grant from the Office of Maternal and Child Health to the Iowa Department of Public Health, Iowa’s lead agency for brain injury. The report is a description of the needs of people with brain injuries in Iowa, the status of services to meet those needs and a plan for improving Iowa’s system of supports. Brain injury can result from a skull fracture or penetration of the brain, a disease process such as tumor or infection, or a closed head injury, such as shaken baby syndrome. Traumatic brain injury is a leading cause of death and disability in children and young adults (Fick, 1997). In the United States there are as many as 2 million brain injuries per year, with 300,000 severe enough to require hospitalization. Some 50,000 lives are lost every year to TBI. Eighty to 90 thousand people have moderate to acute brain injuries that result in disabling conditions which can last a lifetime. These conditions can include physical impairments, memory defects, limited concentration, communication deficits, emotional problems and deficits in social abilities. In addition to the personal pain and challenges to survivors and their families, the financial cost of brain injuries is enormous. With traumatic brain injuries, it is estimated that in 1995 Iowa hospitals charged some $38 million for acute care for injured persons. National estimates offer a lifetime cost of $4 million for one person with brain injury (Schootman and Harlan, 1997). With this estimate, new injuries in 1995 could eventually cost over $7 billion dollars. Dramatic improvements in medicine, and the development of emergency response systems, means that more people sustaining brain injuries are being saved. How can we insure that supports are available to this emerging population? We have called the report Coming into Focus, because, despite the prevalence and the personal and financial costs to society, brain injury is poorly understood. The Iowa Department of Public Health, the Iowa Advisory Council on Head Injuries State Plan Task Force, the Brain Injury Association of Iowa and the Iowa University Affiliated Program have worked together to begin answering this question. A great deal of good information already existed. This project brought this information together, gathered new information where it was needed, and carried out a process for identifying what needs to be done in Iowa, and what the priorities will be.

Transportation Research Board 1920-1995 : 75 Years of Excellence...and IOWA was there from the beginning., 1995

"Certainly no one person or state was the sole impetus for something as monumental as the Highway Research Board. Yet Iowa boasts of having provided many of the key people whose vision and energies literally created and sustained the HRB during its first critical years: Anson Marston, Thomas Agg, Thomas MacDonald, and Roy Crum." -- from page 2

Evaluation of Lightweight Profilers for Construction Smoothness Evaluation, MLR-02-02, 2004

High-speed non-contact laser profilers have become the standard testing equipment for pavement management ride quality testing. The same technology used in the high-speed profilers is now being used in lightweight profilers for construction smoothness testing. The lightweight profilers have many advantages over the California 25-ft profilograph. Despite the many advantages of the lightweight profilers, there is resistance from the contracting industry toward eliminating the 25-ft profilograph for construction ride testing. One way to reduce or overcome the resistance is to evaluate and demonstrate the advantages/disadvantages of the lightweight profiler in actual field use in Iowa. The objective of the study was to purchase a lightweight profiler and to evaluate its suitability for construction smoothness quality verification and quality acceptance on Iowa projects. A lightweight profiler, an Ames Engineering, Inc. LISA single laser unit, was received in February 2003 for the study. Based on the work done during the 2003 construction season, the following conclusions can be made: (1) For hot mix asphalt surfaces, the LISA correlated well with the contractors' profilographs; (2) LISA results are significantly affected by longitudinal tining on portland cement concrete pavements, requiring a laser system upgrade to give accurate results; (3) A significant timesaving was realized by using the LISA; (4) Increasing visibility and reducing time in the construction zone improved safety; (5) One person with limited lifting capabilities could set up and operate the LISA; and (6) With the current Iowa Department of Transportation specification, the LISA cannot totally replace the profilograph, since bridges and short segments with no adjoining pavement would still require a profilograph.

Executive Order Number One, January 1999

Excecutive order signed by Governor Thomas Vilsck

Executive Order Number Twenty-One, July 2001

Executive order signed by Governor Thomas Vilsck

Executive Order Number Thirty-One, October 2003

Executive order signed by Governor Thomas Vilsck

Executive Order Number Forty-One, April 2005

Excecutive order signed by Governor Thomas Vilsck

Strategic Plan Iowa Workforce Development October, 2004

For the 2004 strategic planning process at Iowa Workforce Development, Director Richard Running asked for as much input from all staff as possible. As a result, planning staff designed an extensive process to gather input over about a three month period during the late spring and summer: • A Guide to Staff Involvement was drafted and distributed to staff in offices throughout the state. This guide provided a brief explanation of the planning process and quoted extensively from the Vilsack/Pederson Leadership Agenda and the 2003 IWD strategic plan to illustrate each step and to show examples of alignment. The guide also provided suggestions for staff in various locations and work units to conduct their own planning sessions. The structure was designed to solicit feedback regarding elements (vision, mission, guiding principles, goals and strategies) of the existing 2003 plan. Particular attention was devoted to securing non-management staff’s perspective during the internal and external assessment exercises. • Several local offices did conduct their own structured input sessions following the suggested guidelines and sent the results to planning staff in the central administrative offices. • Other work units in many locations opted to ask planning staff to facilitate planning sessions for them. The results of these sessions were also gathered by planning staff. In all, dozens of input sessions were held and hundreds of IWD staff participated directly in the process. Because all the sessions followed similar guidelines, it was relatively easy to combine all of the input received and spot common themes that surfaced from the many sessions. A composite of all the flip chart notes was compiled into one large document (for those who like lots of detail) and another document summarized the key themes that emerged. This information was used in a day-long planning retreat on August 20. Management staff members from throughout the department were invited and each work unit and sub-state region also brought a non-management staff person as well. This group reviewed the themes from the earlier sessions and then addressed each element of the 2003 plan, proposing refinements for almost all sections. Subsequently, senior management reviewed the results of the retreat and made the final decisions for the new 2004 plan. This thorough approach, with its special emphasis on input from line staff, did result in some significant changes to IWD’s plan. Local office staff, for example, consistently expressed the need to step up our marketing efforts, especially with employers. Another need that was expressed clearly and often was the need to beef up staff training efforts, much of the capacity for which had been lost in budget and staff reductions a few years ago. Neither of these issues is new, but the degree of concern expressed by IWD staff has caused us to elevate their importance in this year’s plan.

Executive Order Number One, May 1964

Executive Orders from Governor Hughes. Code of Fair Practices

Executive Order Number One, August 1969

Executive Orders from Governor Ray. Establish the Iowa Governor's Economy Committee

Executive Order Number Fifty One, January 1983

Establish the Iowa High Technology Commission.

Executive Order Number Twenty One, April 1976

Creating and establishing the voluntrary Iowa Council for Children which will be responsible to the Governor.

Executive Order Number Thirty One, June 1978

Renew mandate of voluntary Iowa Council for Children.

Executive Order Number Forty One, July 1981

Establish the Statistical Analysis Center in the Office of Planning and Programming

Executive Order Number One, May 8, 1983

Appoint an advisory commission on corrections in Iowa.