Re-Engineering CTE in Iowa: Aligning Career and Technical Education Reform, Workforce Development and Economic Development, August 2007

Iowa is a relatively small state and is on the rebound economically. It has an overall population that is stable, but which is shifting within the state from more rural areas to suburban and urban centers. There is a very tight labor market with high levels of employment. Iowa now has a time-sensitive opportunity to exert global leadership in renewable energy, while maintaining its leadership in other key industries like finance and agriculture.

Public Employees Leadership Institute Final Report, August 2011

Public agencies in Iowa are continually challenged with reduced staff levels, reduced budgets, and increased expectations for services provided. Responding to these demands requires a well-informed and coordinated team that includes professionals, supervisors, technicians, lead workers, and workers. Becoming a coordinated team requires the training and interaction to produce a common foundation to build upon. In 2007, a training program did not exist in the state to provide this level of training for existing or upcoming managers and leaders of public agencies. The Iowa Local Technical Assistance Program (LTAP), in conjunction with Iowa public agency representatives, set out to provide that foundation by developing the Iowa Public Employees Leadership Academy, which was renamed the Public Employees Leadership Institute in July 2011. The Institute is an on-demand, online training program designed to create better (or new) leaders and supervisors for Iowa’s public agencies. The Institute provides a curriculum to train the next generation of leaders, who will replace existing leaders when retirements occur. Through the Institute, Iowa LTAP will provide a coordinated, structured, non-credit educational program available for a modest fee. The techniques and skills offered through the Institute can apply to all who wish to develop or sharpen their leadership and management abilities. This will be true whether the participants are employed in the public or private sector. The 14 courses that were developed and are being offered are as follows: Supervisory Techniques and Skills, Team Development, Communications Skills, Leadership Skills, Community Service/Customer Orientation, Legal Understanding, Fundamentals of Government, Finance, Resource Management, Operations and Maintenance, Basic Management, Emergency Management, Project Management, and Winter Maintenance Management.

Iowa Power Fund Board Project Report Update, July 29, 2009

Climate refers to the long-term course or condition of weather, usually over a time scale of decades and longer. It has been documented that our global climate is changing (IPCC 2007, Copenhagen Diagnosis 2009), and Iowa is no exception. In Iowa, statistically significant changes in our precipitation, streamflow, nighttime minimum temperatures, winter average temperatures, and dewpoint humidity readings have occurred during the past few decades. Iowans are already living with warmer winters, longer growing seasons, warmer nights, higher dew-point temperatures, increased humidity, greater annual streamflows, and more frequent severe precipitation events (Fig. 1-1) than were prevalent during the past 50 years. Some of the impacts of these changes could be construed as positive, and some are negative, particularly the tendency for greater precipitation events and flooding. In the near-term, we may expect these trends to continue as long as climate change is prolonged and exacerbated by increasing greenhouse gas emissions globally from the use of fossil fuels and fertilizers, the clearing of land, and agricultural and industrial emissions. This report documents the impacts of changing climate on Iowa during the past 50 years. It seeks to answer the question, “What are the impacts of climate change in Iowa that have been observed already?” And, “What are the effects on public health, our flora and fauna, agriculture, and the general economy of Iowa?”

Maximized Utility of the Global Positioning System, HR-316, 1991

This report describes a project begun in January 1989 and completed December 1990, with the primary objective of obtaining sufficiently accurate horizontal and vertical control by using Global Positioning System (GPS) for highway applications. The ISU research group studied the operations of the Ashtech GPS receiver in static, pseudo-static, kinematic, and pseudo-kinematic modes. By using the Electronic Distance Measuring Instrument (EDMI) Calibration Baseline at ISU, the GPS receiver was tested for distance measurement accuracy. It was found that GPS measurements differed from the baseline distance by about 5.3 mm. Four projects were undertaken to further evaluate and improve the horizontal as well as the vertical accuracies of the GPS receiver -- (1) The Campus Project: with all points concentrated within a one-mile radius; (2) The Des Moines Project: a typical DOT project with all the points within a five-mile radius; (3) The Iowa Project: with all points within a 100-mile radius in the state of Iowa; and (4) The Mustang Project: an extension of the Iowa project, including a typical DOT project of about 10 miles within the inner 30 mile radius of the Iowa project.

Iowa DOT Project Management Peer Exchange, 2016

This project supported the planning and conduct of a two-day Iowa Department of Transportation–hosted peer exchange for state agencies that have implemented some or all of the suggested strategies outlined in the Second Strategic Highway Research Program–sponsored project R10, Project Management Strategies for Complex Projects. Presentations were made by participating states, and several opportunities were provided for directed discussion. General themes emerging from the presentations and discussions were identified as follows: To implement improvements in project management processes, agency leadership needs to decide that a new approach to project management is worth pursuing and then dedicate resources to developing a project management plan. The change to formalized project management and five-dimensional project management (5DPM) requires a culture shift in agencies from segmented “silo” processes to collaborative, cooperative processes that make communication and collaboration high priorities. Agencies need trained project managers who are empowered to execute the project management plan, as well as properly trained functional staff. Project management can be centralized or decentralized with equal effect. After an agency’s project management plan and structure are developed, software tools and other resources should be implemented to support the plan and structure. All projects will benefit from enhanced project management, but the project management plan should specify appropriate approaches for several project levels as defined by factors in addition to dollar value. Project management should be included in an agency’s project development manual.

Automated Collection of Sign Inventory Information by Integrating Global Positioning System (GPS) with Videologging Data Collection Activities, 1995

Advances in communication, navigation and imaging technologies are expected to fundamentally change methods currently used to collect data. Electronic data interchange strategies will also minimize data handling and automatically update files at the point of capture. This report summarizes the outcome of using a multi-camera platform as a method to collect roadway inventory data. It defines basic system requirements as expressed by users, who applied these techniques and examines how the application of the technology met those needs. A sign inventory case study was used to determine the advantages of creating and maintaining the database and provides the capability to monitor performance criteria for a Safety Management System. The project identified at least 75 percent of the data elements needed for a sign inventory can be gathered by viewing a high resolution image.