Evaluation of Maturity and Pulse Velocity Measurements for PCC Traffic Opening Decisions, HR-380, 1998

Concrete paving is often at a disadvantage in terms of pavement type selection due to the time of curing required prior to opening the pavement to traffic. The State of Iowa has been able to reduce traffic delay constraints through material selection and construction methods to date. Methods for monitoring concrete strength gain and quality have not changed since the first concrete pavements were constructed in Iowa. In 1995, Lee County and the Iowa DOT cooperated in a research project, HR-380, to construct a 7.1 mile (11. 43 km) project to evaluate the use of maturity and pulse velocity nondestructive testing (NDT) methods in the estimation of concrete strength gain. The research identified the pros and cons of each method and suggested an instructional memorandum to utilize maturity measurements to meet traffic delay demands. Maturity was used to reduce the traffic delay opening time from 5-7 days to less than 2 days through the implementation of maturity measurements and special traffic control measures. Recommendations on the development of the maturity curve for each project and the location and monitoring of the maturity thermocouples are included. Examples of equipment that could easily be used by project personnel to estimate the concrete strength using the maturity methods is described.

Commission of Asian and Pacific Islander, Strategic Plan 2013-2014

This report outlines the strategic plan for Commission and Division on the Status of Iowans of Asian and Pacific Islander Heritage (CAPI) Strategic Plan including,goals and mission.

Iowa Commission on the Status of African-Americans Strategic Plan, 1999-2000

The Commission on the Status of African-Americans, formerly known as the Commission on the Status of Blacks, was created by statute in 1988. The nine members of the commission are appointed by the Governor and represent each region of the State where there is a significant African-American population. Meetings are open to the public. The commission sets policy for and provides direction to the Division of the Status of African-Americans within the Department of Human Rights. The division administrator is appointed by the Governor and confirmed by the Iowa Senate.

Iowa Department of Corrections 2014-2018 Strategic Plan, January 2014

The Department of Corrections has been actively engaged in strategic planning since 2004. This plan reflects the Department’s effort to align its activities and operations with the Governor’s Leadership Agenda and the principles of Accountable Government.

Iowa Department of Corrections 2015-2019 Strategic Plan, January 2015

The Department of Corrections has been actively engaged in strategic planning since 2004. This plan reflects the Department’s effort to align its activities and operations with the Governor’s Leadership Agenda and the principles of Accountable Government.

Iowa Department of Corrections, Strategic Plan 2015-2019, January 2015

Iowa’s adult correctional system carries out its legal mandate of protecting the public and promoting offender rehabilitation through a continuum of institution and community evidence based services and interventions. This continuum is designed with recognition that for most offenders, reentry planning starts upon admission to the corrections system. The effective and efficient management of offenders in accordance with their risk and carcinogenic needs (those needs that contribute to criminality) is accomplished through targeted programming, release preparation, and transition services. Success in these endeavors assists offenders to become productive members of the community and makes it less likely that they will re-offend, resulting in lowered recidivism rates. In 1990 the Department’s prison recidivism rate was 44.7% and today it is 30.3%. Our overall desired outcome is to reduce the prison recidivism rate to 25% during the next five years by focusing resources toward our highest risk offenders.

Iowa Department of Banking 2014-2018 Strategic Plan, April 2014

This report outlines the strategic plan for Iowa Alcoholic Beverages Division including, goals and mission.

Iowa Alcoholic Beverages Division Four Year Strategic Plan 2013-2015, January 2, 2015

Iowa Alcoholic Beverages Division Strategic Plan

Iowa Insurance Division Four Year Strategic Plan FY13, October 2012

Strategic Plan for the Iowa Insurance Division

Iowa Department of Human Services Strategic Plan FY2015-2017, April 18, 2014

The Department of Human Services (DHS) provides services to over 900,000 Iowans on an annual basis this is the strategic plan.

Managing Decisions Regarding Rural Expressway Routes and Associated Highway Bypasses, 2009

For several years, the Iowa Department of Transportation has constructed bypasses along rural highways. Most bypasses were constructed on the state’s Commercial Industrial Network (CIN). Now that work on the CIN has been completed and the system is open to traffic, it is possible to study the impacts of bypasses. In the past, construction of highway bypasses has led community residents and business people to raise concerns about the loss of business activity. For policy development purposes, it is essential to understand the impacts that a bypass might have on safety, the community, and economics. By researching these impacts, policies can be produced to help to alleviate any negative impacts and create a better system that is ultimately more cost-effective. This study found that the use of trade area analysis does not provide proof that a bypass can positively or negatively impact the economy of a rural community. The analysis did show that, even though the population of a community may be stable for several years and per capita income is increasing, sales leakage still occurs. The literature, site visits, and data make it is apparent that a bypass can positively affect a community. Some conditions that would need to exist in order to maximize a positive impact include the installation of signage along the bypass directing travelers to businesses and services in the community, community or regional plans that include the bypass in future land development scenarios, and businesses adjusting their business plans to attract bypass users. In addition, how proactive a community is in adapting to the bypass will determine the kinds of effects felt in the community. Results of statistical safety analysis indicate that, at least when crashes are separated by severity, bypasses with at-grade accesses appear to perform more poorly than either the bypasses with fully separated accesses or with a mix of at-grade and fully separated accesses. However, the benefit in terms of improved safety of bypasses with fully separated accesses relative to bypasses with a mixed type of accesses is not statistically conclusive.

Iowa National Guard, Strategic Plan, 2010-2015

This report outlines the strategic plan for Iowa National Guard, goals and mission.

Iowa Department of Commerce-Division of Credit Unions 2014-2018 Strategic Plan, April 2014

This report outlines the strategic plan for Iowa Division of banking including, goals and mission.

Iowa Department of Veterans Affairs, Strategic Plan FY2011-2015

This report outlines the strategic plan for Iowa Veterans Home, goals and mission.

Iowa Veterans Affairs Strategic Plan FY2012-2014

Agency Strategic Plan