Retirement Investors' Club Plan Document; Fund Fees Comparison, 2005

The Retirement Investors’ Club (RIC) (also referred to as 457/401(a) deferred compensation) is a voluntary retirement savings program designed to help you meet your need for income at retirement and lower your current income taxes. Your contributions to RIC are automatically withdrawn from your paycheck and you are credited with an employer match. You may enroll*and make changes at any time. Other advantages are explained below…keep reading about this excellent employee benefit!

Statement of Inventment Policy for the Retirement Investors' Club, 2005

The Retirement Investors’ Club (RIC) (also referred to as 457/401(a) deferred compensation) is a voluntary retirement savings program designed to help you meet your need for income at retirement and lower your current income taxes. Your contributions to RIC are automatically withdrawn from your paycheck and you are credited with an employer match. You may enroll*and make changes at any time. Other advantages are explained below…keep reading about this excellent employee benefit!

Investment Provider Comparison Retirement Investors' Club, 2005

The Retirement Investors’ Club (RIC) (also referred to as 457/401(a) deferred compensation) is a voluntary retirement savings program designed to help you meet your need for income at retirement and lower your current income taxes. Your contributions to RIC are automatically withdrawn from your paycheck and you are credited with an employer match. You may enroll*and make changes at any time. Other advantages are explained below…keep reading about this excellent employee benefit!

RIC Plan Summary Retirement Investors' Club, 2005

The Retirement Investors’ Club (RIC) (also referred to as 457/401(a) deferred compensation) is a voluntary retirement savings program designed to help you meet your need for income at retirement and lower your current income taxes. Your contributions to RIC are automatically withdrawn from your paycheck and you are credited with an employer match. You may enroll*and make changes at any time. Other advantages are explained below…keep reading about this excellent employee benefit!

Socioeconomic Effects of Gambling on Iowans Study Committee, 2004

Overview. The Studies Committee received an in-person progress report from the consultants retained by the Legislature to conduct a study of the socioeconomic effects of gambling on Iowans. Dr. Deepak Chhabra and Dr. Gene Lutz, both of the University of Northern Iowa, presented an update on the conduct of the study. Gambling Study Description. The consultants indicated that the study objectives are to determine the economic impact of gambling at existing Iowa casinos on the local community, the socioeconomic characteristics of gamblers, the social impact of gambling on the local community, and the impact of problem gambling. The consultants stated that the major research methods they would use would be historical data, telephone surveys of local residents, telephone interviews with key personnel, and use of an economic impact model. In conducting the study, the consultants indicated they would examine four study areas within Iowa. Study area I would be all of Iowa, area II would be that area in Iowa within a 50-mile radius of a casino, area III would be counties with a casino, and area IV would be based upon casino employee zip codes. The consultants briefed the Committee on the data collected so far and described current challenges in obtaining data on all casino visitors and from obtaining information from several convention and visitor bureaus and chambers of commerce.

Working with Persons with Disabilities: Title I of The Americans with Disabilities Act: A Guide for State Supervisors and Managers, 2003

What are a supervisor’s responsibilities when it comes to interviewing, hiring, and retaining persons with disabilities? First and foremost, do not discriminate against persons with disabilities. What this means is that you are required to provide the same level of employment consideration and supervision for a disabled employee that you would for an able-bodied employee. No more – no less. State of Iowa management personnel must be proactive with regard to Title I of the Americans with Disabilities Act, and managers and supervisory personnel should have an operational knowledge of the significant aspects of The Americans with Disabilities Act. This manual is for Iowa management personnel to use.

Iowa Public Employees’ Retirement System Performance Plan, FY 2009

Agency Performance Plan, Iowa Public Employees’ Retirement System

Public Employment Relations Board Performance Plan, FY 2009

Agency Performance Plan, Public Employment Relations Board

Iowa Public Employees Retirement System Strategic Plan, 2007-2010

This report outlines the strategic plan for Iowa Public Employees Retirement System, goals and mission.

State of Iowa Department of Administrative Services Human Resource Enterprise: Review of State Hiring Practices, April 30, 2007

The State of Iowa and the Hiring Practices Working Group commissioned this review of the State’s hiring practices in response to recent concerns about these practices involving racial discrimination claims against the Departments of Human Services, Transportation, and Iowa Workforce Development. The State of Iowa should be commended for undertaking this review. The State has a longstanding Affirmative Action Program and commitment to diversity – they instituted their Affirmative Action Program in 1973, and continue their commitment to its success by making the changes necessary to ensure the program is viable and sustainable. Iowa Department of Administrative Services In July 2003, the State created the Iowa Department of Administrative Services (DAS) as a way to manage and coordinate the major resources of state government. DAS provides human resource services through an entrepreneurial management model. Entrepreneurial management is a customer-focused approach to delivering services. The customer departments have input about what services and products they want from DAS and in turn DAS is funded by the customer departments through purchases of DAS services and products. DAS looks to offer new and additional services (for example recruitment support and coordination) to various customers on a fee-for-service basis. A customer council is charged with approving the DAS business plan, establishing the rate for services, and reviewing service delivery and complaints. Under this entrepreneurial model, human resource services are provided by DAS-HRE (Human Resources Enterprise) central staff, 12 DAS-HRE Personnel Officers located at the customer departments, and customer agency staff. The majority of the recruitment and hiring functions are done by the customer (hiring) departments and their staff. Applications for employment are submitted using the BrassRing system with applicants being qualified by DAS-HRE employees. Since the creation of Human Resources Enterprise, DAS-HRE has strived to provide human resource tools to the departments. The Screening Manual and the Supervisor’s Manual are just two examples of the resources created for the hiring departments. They also provide Supervisor Training for newly appointed supervisors. Larger departments have dedicated staff assigned to human resource activities. The staff at the departmental level may or may not have a human resources background. Iowa Population and Workforce The 2000 U.S. Census indicated that Iowa’s population was 2,926,324. According to this census, 92.6 percent of Iowa’s population identified their race as white (alone). The nonwhite alone or minority population (including Black or African American, Asian, Native Hawaiian or Pacific Islander, Hispanic or Latino, American Indian or Alaska Native, two or more races, or some other race) was 7.4 percent.

IPERB, July 2008

The IPERB newsletter is published by the Public Employment Relations Board. The opinions expressed should not be considered official opinions of the Iowa PERB.

IPERB, January 2008

The IPERB newsletter is published by the Public Employment Relations Board. The opinions expressed should not be considered official opinions of the Iowa PERB.

IPERB, April 2008

The IPERB newsletter is published by the Public Employment Relations Board. The opinions expressed should not be considered official opinions of the Iowa PERB.

IPERB, January 2009

The IPERB newsletter is published by the Public Employment Relations Board. The opinions expressed should not be considered official opinions of the Iowa PERB.

IPERB, May 2009

The IPERB newsletter is published by the Public Employment Relations Board. The opinions expressed should not be considered official opinions of the Iowa PERB.