167 resultados para Strategic Decisions
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This report outlines the strategic plan for Iowa Lottery, goals and mission.
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The Office of the Drug Policy Coordinator is established in Chapter 80E of the Code of Iowa. The Coordinator directs the Governor’s Office of Drug Control Policy; coordinates and monitors all statewide counter-drug efforts, substance abuse treatment grants and programs, and substance abuse prevention and education programs; and engages in other related activities involving the Departments of public safety, corrections, education, public health, and human services. The coordinator assists in the development of local and community strategies to fight substance abuse, including local law enforcement, education, and treatment activities. The Drug Policy Coordinator serves as chairperson to the Drug Policy Advisory Council. The council includes the directors of the departments of corrections, education, public health, public safety, human services, division of criminal and juvenile justice planning, and human rights. The Council also consists of a prosecuting attorney, substance abuse treatment specialist, substance abuse prevention specialist, substance abuse treatment program director, judge, and one representative each from the Iowa Association of Chiefs of Police and Peace Officers, the Iowa State Police Association, and the Iowa State Sheriff’s and Deputies’ Association. Council members are appointed by the Governor and confirmed by the Senate. The council makes policy recommendations related to substance abuse education, prevention, and treatment, and drug enforcement. The Council and the Coordinator oversee the development and implementation of a comprehensive State of Iowa Drug Control Strategy. The Office of Drug Control Policy administers federal grant programs to improve the criminal justice system by supporting drug enforcement, substance abuse prevention and offender treatment programs across the state. The ODCP prepares and submits the Iowa Drug and Violent Crime Control Strategy to the U.S. Department of Justice, with recommendations from the Drug Policy Advisory Council. The ODCP also provides program and fiscal technical assistance to state and local agencies, as well as program evaluation and grants management.
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This report outlines the strategic plan for Iowa Department of Public Safety, goals and mission.
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This report outlines the strategic plan for Iowa Department of Revenue, goals and mission.
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Agency Strategic Plan
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Iowa’s adult correctional system carries out its legal mandate of protecting the public and promoting offender rehabilitation through a continuum of institution and community evidence based services and interventions. This continuum is designed with recognition that for most offenders, reentry planning starts upon admission to the corrections system. The effective and efficient management of offenders in accordance with their risk and criminogenic needs (those needs that contribute to criminality) is accomplished through targeted programming, release preparation, and transition services. Success in these endeavors assists offenders to become productive members of the community and makes it less likely that they will re-offend, resulting in lowered recidivism rates. In 1990 the Department’s prison recidivism rate was 44.7% and today it is 30.3%. Our overall desired outcome is to reduce the prison recidivism rate to 25% during the next five years by focusing resources toward our highest risk offenders.
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There has been a great deal of concern by county engineers and supervisors over constrained budgets, lack of resources and a deteriorating infrastructure, as they affect the secondary road system in Iowa. In addition, public input and/or political pressure have been increasing over the years. This study was initiated to determine the most important issues facing counties and document the way in which various Iowa counties have been addressing those issues. The list of issues was developed through meetings of county engineers and supervisors in each of the Iowa Department of Transportation (DOT) regions around the state. Questionnaires were sent to all engineers and supervisors statewide asking them how the various issues (e.g. snow and ice removal policies, Level "B" roads, and so on) were handled in their respective counties. The responses were then compiled into this document. The subjects selected and used include: county policies, ordinances, resolutions; snow and ice removal policy; dust control; Level "B" roads; vacating roads; rural development; private entrance construction and maintenance; roadside management practices; right of way encroachments and easements; personnel matters, staff and organization; communicating information to citizens; supervisor/ engineer relations; and county leasing/purchasing practices.
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This report outlines the strategic plan for Iowa Department on Aging, goals and mission.
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Iowa’s adult correctional system carries out its legal mandate of protecting the public and promoting offender rehabilitation through a continuum of institution and community evidence based services and interventions. This continuum is designed with recognition that for most offenders, reentry planning starts upon admission to the corrections system. The effective and efficient management of offenders in accordance with their risk and criminogenic needs (those needs that contribute to criminality) is accomplished through targeted programming, release preparation, and transition services. Success in these endeavors assists offenders to become productive members of the community and makes it less likely that they will re-offend, resulting in lowered recidivism rates. In 1990 the Department’s prison recidivism rate was 44.7% and today it is 30.3%. Our overall desired outcome is to reduce the prison recidivism rate to 25% during the next five years by focusing resources toward our highest risk offenders.
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A compilation of sample pages from various employment statistical reports issued by Iowa Workforce Development (IWD), including URLs for locating electronic versions of the reports online at the IWD website
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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.
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This report outlines the strategic plan for Iowa Department on Aging, goals and mission.
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This report outlines the strategic plan for Iowa Division of banking including, goals and mission.
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The Iowa Department for the Blind is the means for persons who are blind to obtain for themselves universal accessibility and full participation as citizens in whatever roles they may choose, including roles that increase family income, create jobs, improve educational outcomes, and reduce reliance on public services.
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This report outlines the strategic plan for Iowa Civil Rights Commission Strategic Plan including, goals and mission.
