Trends in Iowa Wildlife Populations and Harvest 2008, September 2009

A report by the Iowa Department of Natural Resources on the trends of Iowa wildlife populations and harvest.

Development and Evaluation of a Portable Device for Measuring Curling and Warping in Concrete Pavements, 2016

Portland cement concrete (PCC) pavement undergoes repeated environmental load-related deflection resulting from temperature and moisture variations across pavement depth. This has been recognized as resulting in PCC pavement curling and warping since the mid-1920s. Slab curvature can be further magnified under repeated traffic loads and may ultimately lead to fatigue failures, including top-down and bottom-up transverse, longitudinal, and corner cracking. It is therefore significant to measure the “true” degree of curling and warping in PCC pavements, not only for quality control (QC) and quality assurance (QA) purposes, but also for better understanding of its relationship to long-term pavement performance. Although several approaches and devices—including linear variable differential transducers (LVDTs), digital indicators, and some profilers—have been proposed for measuring curling and warping, their application in the field is subject to cost, inconvenience, and complexity of operation. This research therefore explores developing an economical and simple device for measuring curling and warping in concrete pavements with accuracy comparable to or better than existing methodologies. Technical requirements were identified to establish assessment criteria for development, and field tests were conducted to modify the device to further enhancement. The finalized device is about 12 inches in height and 18 pounds in weight, and its manufacturing cost is just $320. Detailed development procedures and evaluation results for the new curling and warping measuring device are presented and discussed, with a focus on achieving reliable curling and warping measurements in a cost effective manner.

2010 Energy Independence Plan

Iowans today operate in a world of change. From evolving economic conditions to environmental issues and demographic trends in our communities, we live and work in an atmosphere that constantly challenges us to think anew about our future. In Iowa, we are doing more than embracing these changes – we are seeking them. As a state focused on being the hub of investment and innovation for a new clean energy economy, our long term success depends on us staying ahead of these transformative waves. We do this all with attention to ensuring that we are investing in the right work to guarantee Iowa remains relevant, vibrant and connected to our vision for the next quarter of a century, not just the next quarter.

Electronic Bulletin Board System, HR-345, 1998

The primary objectives of the Electronic Bulletin Board System (BBS) project were to: (1) Provide an electronic communication tool which would link city and county engineering offices to each other and to other governmental agencies for messaging and data sharing; (2) Provide a dial-up site for reference information or files accessible on-demand; and (3) Provide a "stepping stone" to the world of electronic data transfer, recognizing that most local government employees face a huge complex of technology with limited knowledge of computers and communications tools. The system was designed to be as simple as possible, and to require minimal equipment and software cost to the users. The original system was an Apex 386/25 computer with MS-DOS 5.0 software and the final configuration was an HP Vectra XM Pentium 90 with MS-NT 3.51 and Mustang - Wildcat 5.0 software. The users of the BBS were county engineers and their staff, offices in the central office of the Iowa Department of Transportation (DOT) and Resident Construction Engineers at the Iowa DOT. Much of the activity was between the county engineers, and their staffs, and the Iowa DOT offices with which they have ongoing business activities. The BBS contained files for mapping, Internet e-mail service, Accident Location Analysis System (ALAS) data, Iowa DOT bid lettings, and Autocad and Intergraph maps and standards. The 800 line calls were recorded and gave the best indication of the usage and the trends that were being followed. The usage tended to be higher in the winter months when design activities are occurring and lower in the summer months when the construction is in progress. The project was judged a success. The BBS did provide a "stepping stone" to the world of electronic data transfer.

Agency Strategic Planning Guidebook, August 2013

In creating a strategic plan, an organization analyzes current and historical trends and other factors to try and anticipate the future. The state of Iowa’s strategic planning process asks agencies to look three to five years into the future to lay out essential goals, strategies, and measures to ensure that it remains focused on achieving its vision and mission. Agency plans should address strategic challenges or opportunities related to their mission, programs and services. To the extent possible, agencies should align their plans with the enterprise plan, considering how they can contribute to achieving the Governor’s Goals. Agencies are required to review their plan on an annual basis, and, if appropriate, refine the plan.