Long-Term Community Recovery Strategy, Waverly, IA, December 2008

Long-Term Community Recovery Targeted Technical Assistance Strategy is an outcome of the coordinated effort of the city, Rebuild Iowa Office and Federal Emergency Management Agency Emergency Support Function. In partnership with City officials and RIO and informed by community outreach efforts, provided Targeted Technical Assistance to the community. This support helped the community identify and provide visibility to recovery issues, needs and opportunities that when addressed can result in a more effective long-term recovery for the community.

Long-Term Community Recovery Strategy, Iowa City, IA, December 2008

Long-Term Community Recovery Targeted Technical Assistance Strategy is an outcome of the coordinated effort of the city, Rebuild Iowa Office and Federal Emergency Management Agency Emergency Support Function. In partnership with City officials and RIO and informed by community outreach efforts, provided Targeted Technical Assistance to the community. This support helped the community identify and provide visibility to recovery issues, needs and opportunities that when addressed can result in a more effective long-term recovery for the community.

Long-Term Community Recovery Strategy, New Hartford, IA, December 2008

Long-Term Community Recovery Targeted Technical Assistance Strategy is an outcome of the coordinated effort of the city, Rebuild Iowa Office and Federal Emergency Management Agency Emergency Support Function. In partnership with City officials and RIO and informed by community outreach efforts, provided Targeted Technical Assistance to the community. This support helped the community identify and provide visibility to recovery issues, needs and opportunities that when addressed can result in a more effective long-term recovery for the community.

Long-Term Community Recovery Strategy, Palo, IA, December 2008

Long-Term Community Recovery Targeted Technical Assistance Strategy is an outcome of the coordinated effort of the city, Rebuild Iowa Office and Federal Emergency Management Agency Emergency Support Function. In partnership with City officials and RIO and informed by community outreach efforts, provided Targeted Technical Assistance to the community. This support helped the community identify and provide visibility to recovery issues, needs and opportunities that when addressed can result in a more effective long-term recovery for the community.

Iowa Strategy for Homeland Security and Emergency Management 2009-2014, August 31, 2009

Address sustainability in all efforts. Sustainability should be at the core of all levels of homeland security and emergency management effort in Iowa. Capabilities need to be built for the long term, and without a sustainability plan in place, projects can quickly deplete uncertain levels of funding. Utilize an all-hazards methodology. Developing capabilities that are effective during a variety of disaster and emergency scenarios represents sound planning and resource management. Enhance capabilities through joint planning, training and exercise. Effective capabilities developed through coordinated planning efforts and an ongoing joint training and exercising program to ensure sustainment of prepared response. Utilize a collaborative approach to build capability. We will utilize whatever partnerships are necessary to build capability in the most effective manner possible. Regional partnerships have been, and will continue to be, in the forefront of the State of Iowa’s efforts to build and enhance capability. Enhance statewide capabilities. Whenever possible, we will identify and augment existing resources to provide statewide capability during a disaster or terrorist attack. Awareness, outreach and education. Open communication is critical to the success of any initiative. All projects implemented will have awareness, education and outreach components to ensure that all stakeholders are informed as to their responsibilities, capabilities and access. Information sharing and a common operating picture. The timely exchange of critical/actionable information is imperative to the success of every operation. The identification of a common operating picture allows decision makers to make informed decisions based on a unified understanding of the events around them.

Iowa Strategy for Homeland Security and Emergency Management 2015-2017, October 1, 2014

Address sustainability in all efforts. Sustainability should be at the core of all levels of homeland security and emergency management effort in Iowa. Capabilities need to be built for the long term, and without a sustainability plan in place, projects can quickly deplete uncertain levels of funding. Utilize an all-hazards methodology. Developing capabilities that are effective during a variety of disaster and emergency scenarios represents sound planning and resource management. Enhance capabilities through joint planning, training and exercise. Effective capabilities developed through coordinated planning efforts and an ongoing joint training and exercising program to ensure substantiate of prepared response. Utilize a collaborative approach to build capability. We will utilize whatever partnerships are necessary to build capability in the most effective manner possible. Regional partnerships have been, and will continue to be, in the forefront of the State of Iowa’s efforts to build and enhance capability. Enhance statewide capabilities. Whenever possible, we will identify and augment existing resources to provide statewide capability during a disaster or terrorist attack. Awareness, outreach and education. Open communication is critical to the success of any initiative. All projects implemented will have awareness, education and outreach components to ensure that all stakeholders are informed as to their responsibilities, capabilities and access. Information sharing and a common operating picture. The timely exchange of critical/actionable information is imperative to the success of every operation. The identification of a common operating picture allows decision makers to make informed decisions based on a unified understanding of the events around them.

State of Iowa Long-Term Economic Recovery Strategy

The "State of Iowa Long-Term Economic Recovery Strategy" was prepared for the Economic Development Administration, U.S. Department of Commerce. In July, 2008 Iowa received a $3 million grant from the Economic Development Administration to create an Economic Recovery Strategy for recovering from the devastating floods and tornadoes that impacted the state earlier that summer. This report outlines the final version of that strategy. It includes the methods, goals, objectives, measures and key projects that the state has undertaken and will continue into the future to ensure the state‘s complete recovery.

State of Iowa Long-Term Economic Recovery Strategy Prepared for the Economic Development Administration, U.S. Department of Commerce, October 2010

The Rebuild Iowa Office (RIO) continues to coordinate the state‘s recovery effort from the storms, tornadoes and floods of 2008. Much has been accomplished since the Office‘s last quarterly report was issued in July 2010. State funding has been disbursed to help Iowans with unmet needs and housing. Local governments and entities are utilizing millions of federal dollars so thousands of disaster-impacted homeowners can be offered a buyout. More infrastructure projects are under construction and new neighborhoods are being built with mitigation efforts in mind. However, as Iowa continues to celebrate many successes along the road to recovery, it must also address the numerous challenges that are encountered along the path. Recovering from the state‘s largest disaster must be looked at as a marathon, not a sprint. Over the past three months, the RIO has especially remained focused on helping small business owners impacted by the 2008 disasters. Many disaster-affected businesses have reopened their doors, however their debt load continues to be overwhelming and many still struggle with the timeliness of the disbursement of funds. This report describes how programs and recent modifications are working to assist recovering businesses. This report contains updates on housing progress while outlining the complexities behind certain programs and the bottlenecks communities are facing due to strict federal guidelines for implementation. This following pages also describe how Iowa is implementing Smart Planning principles, publicizing flood awareness through outreach efforts and preparing a blueprint for the state to follow when future disasters occur. As always, the RIO recognizes and thanks the countless leaders and front-line workers from local, regional, state and federal government, businesses, non-profit organizations and private citizens that have provided input, support and leadership. Their dedication to Iowa‘s disaster recovery has made the plans and projects on the following pages possible.

Management Strategy for Iowa’s Water Resources, December 2007

In Iowa, the Department of Natural Resources (DNR)is responsible for regulating water allocation and use through the issuance of water use permits, but improvements are necessary in this process to assure sustainable supplies into the future. In recent years, there have not been resources dedicated at the state level to properly track and assess water quantity issues. Resources for water use and water quantity monitoring (groundwater level and surface gauges) have continued to decline and have resulted in data becoming outdated and in a format that is difficult to analyze in order to make good decisions.

Welcoming New Iowans: A Guide for Managers and Supervisors; The Best Practices of Iowa Employers with Immigrants and efugees in the Workplace, 2002

This guidebook has been published by the University of Northern Iowa New Iowans Program to assist employers, managers and supervisors with the unique challenges associated with hiring, training and integrating immigrant and refugee workers. Its purpose is to promote proactive engagement of newcomer workers to assure the vitality of Iowa businesses. Successful integration of immigrants and refugees in our workplaces and communities is essential to insure Iowa’s long-term economic and social health. This book provides essential information for human resource directors, trainers, supervisors and others as they meet the challenges and rewards of hiring immigrants and refugees. Of course, no guidebook can provide simple solutions to complex issues in a great variety if workplaces. This is not a “cookbook” with recipes that provide easy answers to challenges facing every company and worker. All employers are unique and approach problems differently. What works in one company might not work as well in another.

Iowa Comprehensive Strategy for Serious, Violent, and Chronic Juvenile Offenders 1999 - 2000 Report, 2000

The Division of Criminal and Juvenile Justice Planning, as part of its duties to administer the Comprehensive Strategy in Iowa, compiled the information contained in this report.

Artificial-Intelligence-Based Optimization of the Management of Snow Removal Assets and Resources Final Report, October 2002

Geographic information systems (GIS) and artificial intelligence (AI) techniques were used to develop an intelligent snow removal asset management system (SRAMS). The system has been evaluated through a case study examining snow removal from the roads in Black Hawk County, Iowa, for which the Iowa Department of Transportation (Iowa DOT) is responsible. The SRAMS is comprised of an expert system that contains the logical rules and expertise of the Iowa DOT’s snow removal experts in Black Hawk County, and a geographic information system to access and manage road data. The system is implemented on a mid-range PC by integrating MapObjects 2.1 (a GIS package), Visual Rule Studio 2.2 (an AI shell), and Visual Basic 6.0 (a programming tool). The system could efficiently be used to generate prioritized snowplowing routes in visual format, to optimize the allocation of assets for plowing, and to track materials (e.g., salt and sand). A test of the system reveals an improvement in snowplowing time by 1.9 percent for moderate snowfall and 9.7 percent for snowstorm conditions over the current manual system.

Central Stores Inventory: Employing the IBM 1410 Magnetic Tape Computer System

The Property and Equipment Department has a central supply of automotive parts, tools, and maintenance supplies. This central supply is used to supply the repair shop and also to supply parts to the various field garages and all departments of the Commission. The old procedure involved keeping track manually of all of the parts, which involved some 22,000 items. All records, billings, arid re-order points were kept manually. Mani times the re-order points were located by reaching into a bin and finding nothing there. Desiring to improve this situation, an inventory control system was established for use on the computer. A complete record of the supplies that are stored in the central warehouse was prepared and this information was used to make a catalog. Each time an item is issued or received, it is processed through the inventory program. When the re-order point is reached, a notice is given to reorder. The procedure for taking inventory has been improved. A voucher invoice is now prepared by the computer for all issues to departments. These are some of the many benefits that have been de rived from this system.

Communication System : Employing the IBM 370 Computer System, 1974

The Communication System was developed for the Iowa State Highway Commission Materials Department to unitize the computer terminal system to speed up transmission of the various material test reports that flow between the central office and the six district offices. Letters may be sent from one corner of the state to the other and received in seconds instead of days going by mail.

Chronic Disease Connections, September 2013

IDPH has a new grant-funded program, the Health Promotion and Chronic Disease Control Partnership. This publication, Chronic Disease Connections, will be part of the communication strategy between IDPH staff and healthcare system providers throughout the state as we partner to help patients control their diabetes and high blood pressure. This is just one of the major objectives for the funding. The CDC would like to see that more patients are aware that they have pre-diabetes, diabetes or high blood pressure and that health systems are maximizing evidence-based strategies to assist patients with achieving control. Over the coming months you will hear more about the new program and how you can become involved.