LSTA Five Year Plan Evaluation Report 2008-2012, March 29, 2012

The evaluation’s overarching question was “Did the activities undertaken through the state’s LSTA plan achieve results related to priorities identified in the Act?” The evaluation was conducted and is organized according to the six LSTA priorities. The research design employed two major methodologies: 1. Data sources from Iowa Library Services / State Library of Iowa2 as well as U.S and state sources were indentified for quantitative analysis. These sources, which primarily reflect outputs for various projects, included: Statistics from the Public Library Annual Survey Statistics collected internally by Iowa Library Services such as number of libraries subscribing to sponsored databases, number of database searches, attendance at continuing education events, number of interlibrary loan transactions Evaluation surveys from library training sessions, professional development workshops and other programs supported by LSTA funds Internal databases maintained by Iowa Library Services Impact results from post training evaluations conducted by Iowa Library Services 2010 Iowa census data from the U.S. Census Bureau LSTA State Program Reports for the grant period 2. Following the quantitative analysis, the evaluator gathered qualitative data through interviews with key employees, a telephone focus group with district library consultants and two surveys: LSTA Evaluation Survey (Public Libraries) and LSTA Evaluation Survey (Academic Libraries). Both surveys provided sound samples with 43 representatives of Iowa’s 77 academic libraries and 371 representatives of Iowa’s 544 public libraries participating. Respondents represented libraries of all sizes and geographical areas. Both surveys included multiple choice and rating scale items as well as open-ended questions from which results were coded to identify trends, issues and recommendations.

Development of Object-Oriented Design and Specifications for Iowa DOT and Urban Standards: Phase I, TR-487, 2004

Currently, individuals including designers, contractors, and owners learn about the project requirements by studying a combination of paper and electronic copies of the construction documents including the drawings, specifications (standard and supplemental), road and bridge standard drawings, design criteria, contracts, addenda, and change orders. This can be a tedious process since one needs to go back and forth between the various documents (paper or electronic) to obtain information about the entire project. Object-oriented computer-aided design (OO-CAD) is an innovative technology that can bring a change to this process by graphical portrayal of information. OO-CAD allows users to point and click on portions of an object-oriented drawing that are then linked to relevant databases of information (e.g., specifications, procurement status, and shop drawings). The vision of this study is to turn paper-based design standards and construction specifications into an object-oriented design and specification (OODAS) system or a visual electronic reference library (ERL). Individuals can use the system through a handheld wireless book-size laptop that includes all of the necessary software for operating in a 3D environment. All parties involved in transportation projects can access all of the standards and requirements simultaneously using a 3D graphical interface. By using this system, users will have all of the design elements and all of the specifications readily available without concerns of omissions. A prototype object-oriented model was created and demonstrated to potential users representing counties, cities, and the state. Findings suggest that a system like this could improve productivity to find information by as much as 75% and provide a greater sense of confidence that all relevant information had been identified. It was also apparent that this system would be used by more people in construction than in design. There was also concern related to the cost to develop and maintain the complete system. The future direction should focus on a project-based system that can help the contractors and DOT inspectors find information (e.g., road standards, specifications, instructional memorandums) more rapidly as it pertains to a specific 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.