Iowa Department of Transportation Strategic Plan, January 2008 through December 2012

To provide safe and modern transportation systems and services to individuals who travel in Iowa, the Iowa Department of Transportation has identified three broad-based and far-reaching strategic goals: accessibility, responsiveness and accountability. These goals are outlined in this plan, which is aligned with the Accountable Government Act. In addition, the plan specifically addresses strategic needs to serve our customers, and to respond to trends of a growing population and the ever changing need to enhance and expand Iowa's transportation systems. This plan is a living document, and therefore, will be updated periodically.

Iowa Civil Rights Commission, Agency Performance Plan and Action Plan, FY 2009/2010

Annual Report, Agency Performance plan

Iowa Aviation System Plan, 2004-2024

The Iowa Department of Transportation (DOT), working closely with the Federal Aviation Administration (FAA), strives to ensure that Iowa’s system of public airports is positioned to meet the needs of businesses, residents, and visitors to our state. Airports must be accessible and positioned to safely meet different levels of aviation activity. In partnership with the FAA and various cities, counties, and airport authorities, the Iowa DOT helps to direct the systematic development of public airports. This report is a summary of a more comprehensive technical report that outlines a strategic plan for improving the performance of airports in Iowa over the next 20 years. More information on the technical report and on individual reports prepared for each of the public airports can be obtained from the Iowa DOT, Office of Aviation website at www.iawings.com. The Iowa Aviation System Plan provides the Iowa DOT with an important tool to monitor the ability of airports to meet customer needs. The plan also provides a means to measure the effects of investment on the performance of the Iowa Aviation System. Over the next 20 years, federal, state, local, and private funding will be needed to ensure that the aviation system meets goals established in this study. It is estimated that at least $821 million will be needed over the next 20 years if airports in Iowa are to respond to objectives set by the system plan. In future years, the plan will enable the Iowa DOT to measure system performance. By tracking key indicators for the airport system, it will be possible for the Iowa DOT and the FAA to formulate strategies for responding to Iowa’s air transportation needs. The Iowa Aviation System Plan provides a guide for the state and its communities to ensure that the vision established for the Iowa Aviation System can be achieved.

Iowa Two-Year Strategic Plan for Wagner-Peyser and Workforce Investment Act Programs, July 1, 2007 - June 30, 2009

The Governor and the State Workforce Development Board consider the development of this State Plan to be an on-going process. As such, the plan is not developed in a defined time frame, or with the initiation of a few planning efforts and exercises. Instead, the vision, goals, objectives, and processes defined in the plan represent the current culmination of a variety of strategic planning efforts that incorporate the Governor’s vision and goals for the State of Iowa, the Workforce Development Board’s goals and objectives, and the departmental goals of Iowa Workforce Development.

State Performance Plan IDEA Part C FFY 2008-2009

In accordance with the Individuals with Disabilities Education Improvement Act of 2004, Iowa must have in place a Part C State Performance Plan that evaluates Iowa's efforts to implement the requirements and purposes of Part C and describes how Iowa will improve such implementation. This plan is in effect for six years and Iowa will report annually to the U.S. Department of Education on the performance of the State under this plan.

Iowa Supreme Court Improvement Project for Child in Need of Assistance Cases: A Study of Iowa's Court Performance in Child Abuse and Neglect Cases and Plan for Improvement.

A report of a one year assessment of Iowa's Juvenile Courts handling of Child in Need of Assistance cases and a plan for improvement.

Iowa Supreme Court Improvement Project for Child in Need of Assistance Cases: A Plan for Improvement of Iowa's Court Performance in Child Abuse and Neglect Cases.

A plan for improvement of Iowa's Juvenile Courts handling of Child in Need of Assistance cases. A brief report focusing on just the plan for improvement pulled from the main report: A Study of Iowa's Court Performance in Child Abuse and Neglect Cases and Plan for Improvement.

Iowa Utilities Board Performance Plan, FY 2011

Agency Performance Plan

Iowa Disaster Recovery Tabletop Exercise - After Action Report / Improvement Plan

On June 24, 2010, the Rebuild Iowa Office (RIO) held a discussion-based tabletop exercise for the purpose of creating a framework to support disaster recovery coordination within the State of Iowa. The purpose of this report is to provide an overview of the tabletop exercise, summarize and analyze exercise results, identify strengths which should be maintained and built upon, identify areas for further improvement, and support development of recommendations and corrective actions.

Infrastructure Plan for Iowas's Future Economy: A Strategic Direction

This plan makes 25 recommendations that, when takes together, will take Iowa's infrastructure to the next level, ensure quality of life, and allow the economy to be globally competitive. It requires two fundamental changes in Iowans' prectices: cooperative planning and integration of infrastructure sectors.

Iowa Arts Council: Strategic Plan 2008-2011.

Goals and strategies for the strategic plan.

Iowa Comprehensive Highway Safety Plan, September 2006

In Iowa, hundreds of people die and thousands more are injured on our public roadways each year despite decades of efforts to end this su�ffering. Past safety e�efforts have resulted in Iowans bene�fiting from one of the best state roadway systems in the nation. Due to multi-agency e�efforts, Iowa has achieved 90 percent compliance with the state’s mandatory front seat belt use law, earned the nation’s second-lowest percent of alcohol involvement in fatal crashes and made safety gains in system-wide roadway design and operational improvements. Despite these ongoing e�efforts, the state’s annual average of 445 deaths and thousands of life-changing injuries is a tragic toll and an unacceptable public health epidemic in our state. To save more lives on our roadways, Iowans must be challenged to think �differently about lifesaving measures addressing young drivers, safety belts, and motorcycle helmet use and accept innovative designs such as roundabouts. Iowa must apply evidence-based strategies and create a safety culture that motivates all citizens to travel more responsibly. They must demand a lower level of tolerance for Iowa’s roadway deaths and injuries. The Iowa Comprehensive Highway Safety Plan (CHSP) engages diverse safety stakeholders and charts the course for this state, bringing to bear sound science and the power of shared community values to change the culture and achieve a standard of safer travel for our citizens. How many roadway deaths and injuries are too many? Iowa’s highway safety stakeholders believe that, “One death is one too many” and e�effective culture-changing policy and program strategies must be implemented to help reduce this death toll from an annual average of 445 to 400 by the year 2015.

Department of Administrative Services Four Year Strategic Plan, FY 2012-2015

Through the strategic initiatives outlined in this plan, and incorporation of those initiatives into the department’s business plans, DAS believes other departments will be able to concentrate their resources on core missions and rely on DAS for the administrative expertise for their operations. This realignment of effort will result in both an increase in efficiency and a reduction in overall cost to State government. Areas of human resources, information technology, financial services, and general services will be provided statewide in a comprehensive, cohesive, and manageable form with opportunity to make those services available to other public entities outside of state government where efficiency and economics support that cooperation.

Iowa Prison Industries Five Year Transition and Business Plan 2011-2015, 2011

IPI is comprised of three divisions. Private Sector funds are handed over to the General Fund. Traditional Industries and Farms funds are managed by IPI. The auditor of the state provides oversight on policies, procedures, and compliance with state law. Each year, the auditor is responsible for providing the Governor, legislature, Director of Corrections, and the public the findings of their comprehensive audits. IPI has received a clean bill of health and has not been cited for any violations in ten (10) years. IPI operates under the guidance of an advisory board, comprised of seven members. The advisory board meets at least four (4) times per year at a location of the board‟s choice, generally at a different prison each quarter. The board reviews the financials, policies, approves any new private sector ventures and offers comprehensive guidance on issues that will impact correctional industries as well as the public and local businesses. Each member serves for two (2) years and may be re-appointed. IPI has found that retaining board members has helped immensely with the continuity of transition and has afforded IPI with superb leadership and guidance. IPI is 100% self-funding. We receive no appropriations from the general fund. We hire our staff, pay their salaries, and pay the stipend of the offenders. We pay for our raw materials, equipment, and construct our buildings all from the proceeds of our sales. We operate with a revolving fund and retain any earnings at year-ends. The retained earnings are used for expansion of our work programs.

Iowa Public Employees' Retirement System Member Handbook, September 2011

The IPERS Member Handbook summarizes the retirement plan that is provided for most employees of Iowa’s schools, cities, counties, townships, state agencies, and other governmental units. This publication explains the rights and benefits of IPERS membership in as clear and useful a manner as possible; however, it is not intended to be a complete presentation of the IPERS law and policies. Benefits provided under IPERS differ for Special service members—sheriffs, deputy sheriffs, and those working in other protection occupations, such as firefighters, police, correctional officers, and conservation officers. This publication explains what these differences are. To help you find information that applies only to you, IPERS also publishes a variety of booklets and brochures to guide you through IPERS benefits at specific stages of your career, from membership enrollment to retirement. These educational resources are available for viewing or printing from our website at www.ipers.org. You may also contact IPERS and request a free printed copy. Alternative formats containing the information in this publication are available upon request. Note: This publication reflects the law as of July 2011. Some provisions will become effective at later dates, as noted. Any inconsistencies or inadvertent omissions will be resolved in favor of the law.