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

Report on the Iowa College Student Aid Commission for the year ended June 30, 2009

Report on the Iowa College Student Aid Commission for the year ended June 30, 2009

Audit report on the Office of Treasurer of State, Iowa Educational Savings Plan Trust for the year ended June 30, 2010

Audit report on the Office of Treasurer of State, Iowa Educational Savings Plan Trust for the year ended June 30, 2010

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.

Audit report on the Iowa Federal Family Education Loan Program Division, a Division of the Iowa College Student Aid Commission, for the year ended June 30, 2010

Audit report on the Iowa Federal Family Education Loan Program Division, a Division of the Iowa College Student Aid Commission, for the year ended June 30, 2010

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.

Audit report on Indian Hills Community College in Ottumwa, Iowa for the year ended June 30, 2010

Audit report on Indian Hills Community College in Ottumwa, Iowa for the year ended June 30, 2010

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.

Audit report on the Iowa College Student Aid Commission for the year ended June 30, 2010

Audit report on the Iowa College Student Aid Commission for the year ended June 30, 2010

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.

Audit report on the Office of Treasurer of State, Iowa Educational Savings Plan Trust for the year ended June 30, 2011

Audit report on the Office of Treasurer of State, Iowa Educational Savings Plan Trust for the year ended June 30, 2011

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.