Business Recovery Status Report #13: Presidential Disaster #1763, October 3, 2008

Safeguard Iowa Partnership launched a survey to the business community to capture the impact from the 2008 disasters. Five hundred eighty surveys were completed and compiled for the report submitted to the Rebuild Iowa Office Economic and Workforce Development Task Force on August 20, 2008.

Business Recovery Status Report #14: Presidential Disaster #1763, October 10, 2008

Safeguard Iowa Partnership launched a survey to the business community to capture the impact from the 2008 disasters. Five hundred eighty surveys were completed and compiled for the report submitted to the Rebuild Iowa Office Economic and Workforce Development Task Force on August 20, 2008.

Business Recovery Status Report #15: Presidential Disaster #1763, October 17, 2008

Safeguard Iowa Partnership launched a survey to the business community to capture the impact from the 2008 disasters. Five hundred eighty surveys were completed and compiled for the report submitted to the Rebuild Iowa Office Economic and Workforce Development Task Force on August 20, 2008.

Business Recovery Status Report #16: Presidential Disaster #1763, October 24, 2008

Safeguard Iowa Partnership launched a survey to the business community to capture the impact from the 2008 disasters. Five hundred eighty surveys were completed and compiled for the report submitted to the Rebuild Iowa Office Economic and Workforce Development Task Force on August 20, 2008.

Business Recovery Status Report #17: Presidential Disaster #1763, October 31, 2008

Safeguard Iowa Partnership launched a survey to the business community to capture the impact from the 2008 disasters. Five hundred eighty surveys were completed and compiled for the report submitted to the Rebuild Iowa Office Economic and Workforce Development Task Force on August 20, 2008.

Business Recovery Status Report #18: Presidential Disaster #1763, November 7, 2008

Safeguard Iowa Partnership launched a survey to the business community to capture the impact from the 2008 disasters. Five hundred eighty surveys were completed and compiled for the report submitted to the Rebuild Iowa Office Economic and Workforce Development Task Force on August 20, 2008.

Business Recovery Status Report #19: Presidential Disaster #1763, November 14, 2008

Safeguard Iowa Partnership launched a survey to the business community to capture the impact from the 2008 disasters. Five hundred eighty surveys were completed and compiled for the report submitted to the Rebuild Iowa Office Economic and Workforce Development Task Force on August 20, 2008.

Business Recovery Status Report #20: Presidential Disaster #1763, November 21, 2008

Safeguard Iowa Partnership launched a survey to the business community to capture the impact from the 2008 disasters. Five hundred eighty surveys were completed and compiled for the report submitted to the Rebuild Iowa Office Economic and Workforce Development Task Force on August 20, 2008.

Small Business: Referral Information on Programs to Assist Women and Minorities in Establishing and Expanding Small Businesses, Revised October 2000

Small Business: Referral Information on Programs to Assist Women and Minorities in Establishing and Expanding Small Businesses

Iowa State Center Business Office, June 30, 2002

State University Audit Report

Iowa State Center Business Office, Iowa State University of Science and Technology, Independent Auditor's Reports Financial Statements, June 30, 2003 & 2004

State University Audit Report

Iowa State Center Business Office, Iowa State University of Science and Technology, Independent Auditor's Reports, Financial Statements, June 30, 2004 & 2005

State University Audit Report

2000 Summary Iowa Beef Cow Business Record, 2001

2000 Summary Iowa Beef Cow Business Record

Business Organization and Coordination in Marketing Specialty Hogs: A Comparative Analysis of Two Firms from Iowa, November 2005

We study business organization and coordination of specialty-market hog production using a comparative analysis of two Iowa pork niche-marketing firms. We describe and analyze each firms management of five key organizational challenges: planning and logistics, quality assurance, process verication and management of �credence attributes,� business structure, and profit sharing. Although each firm is engaged in essentially the same activity, there are substantial differences across the two firms in the way production and marketing are coordinated. These differences are partly explained by the relative size and age of each firm, thus highlighting the importance of organizational evolution in agricultural markets, but are also partly the result of a formal organizational separation between marketing and production activities in one of the firm.

Business Service Training Annual Report, FY 2005

Annual Report