Striking a Balance, Presentation to the Justice System Appropriations Subcommittee, February 2011

This presentation covers the rise in prison and cbc populations while at the same time seeing a decrease in appropriations. Staffing has not kept up with growth of the corrections population either.

Corrections Today, Presentation to the Justice Appropriations Subcommittee, January 2008

An overview of the Iowa Department of Corrections, Institutions and Districts

Corrections 101, Presentation to Justice Appropriations Subcommittee, February 13, 2007

An overview of the Iowa Department of Corrections, Institutions and Districts

Reentry: Communities and Corrections United, Presentation to 2008 Justice Appropriations Subcommittee, January 2008

An overview of offender reentry from institution to the community and the work that is done between corrections and the community.

Iowa Department of Corrections Presentation to Transportation, Infrastructure, Capitals Appropriations Subcommittee, February 2008

An update of the following: Status of capital projects from prior year appropriations, appropriation from RIIF, and other other projects, current prison population, expected growth and over population, overview of revised classification system and how it affects bed planning, timeline for construction, 2009 funding, plan for the governor recommended $500,000 for project management and other infrastructure priorities.

Higher Standards Lead to Better Results, Data Download, Iowa Department of Corrections, February 2010

Like many businesses and government agencies, the Iowa Department of Corrections has been measuring our results for some years now. Certain performance measures are collected and reported to the Governor as part of the Director’s Flexible Performance Agreement used to evaluate the DOC Director. Updates of these measures are forwarded to DOC staff on a quarterly basis. In addition, the Iowa Department of Management requires each state agency to report on certain performance measures as part of Iowa’s effort to ensure accountability in state government. These measures and their progress are posted to www.ResultsIowa.org

Education on Urban Corridor Issues Through Computer Animation, TR-419, 2003

This project was undertaken in coordination with the Environmental Assessment process on the Mt. Vernon Road Improvements project in Cedar Rapids, Iowa. The goal of the research was to determine the cost effectiveness of combined photo-imaging and computer animation as a presentation tool describing public road improvements. The Public Hearing, in combination with the involvement of a Citizen's Resource Group, afforded an opportunity to have an evaluation of the processes by interested citizens who were not familiar with engineering drawings or the construction industry. After the initial viewing of a draft version of the video, the Resource Group made recommendations to the staff developing the video. Discussion of these recommendations led to the development of an animated composite section that showed a combination of situations typically encountered throughout the project corridor, as well as critical considerations. The composite section did not show specific locations and therefore, individuals were not distracted by looking for the details pertaining to their properties. Concentration on the concepts involved rather than specifics provided the opportunity for a more thorough understanding by the citizens. The development of the composite concept was the primary discovery of the research.

Strategic Plan Iowa Workforce Development October, 2004

For the 2004 strategic planning process at Iowa Workforce Development, Director Richard Running asked for as much input from all staff as possible. As a result, planning staff designed an extensive process to gather input over about a three month period during the late spring and summer: • A Guide to Staff Involvement was drafted and distributed to staff in offices throughout the state. This guide provided a brief explanation of the planning process and quoted extensively from the Vilsack/Pederson Leadership Agenda and the 2003 IWD strategic plan to illustrate each step and to show examples of alignment. The guide also provided suggestions for staff in various locations and work units to conduct their own planning sessions. The structure was designed to solicit feedback regarding elements (vision, mission, guiding principles, goals and strategies) of the existing 2003 plan. Particular attention was devoted to securing non-management staff’s perspective during the internal and external assessment exercises. • Several local offices did conduct their own structured input sessions following the suggested guidelines and sent the results to planning staff in the central administrative offices. • Other work units in many locations opted to ask planning staff to facilitate planning sessions for them. The results of these sessions were also gathered by planning staff. In all, dozens of input sessions were held and hundreds of IWD staff participated directly in the process. Because all the sessions followed similar guidelines, it was relatively easy to combine all of the input received and spot common themes that surfaced from the many sessions. A composite of all the flip chart notes was compiled into one large document (for those who like lots of detail) and another document summarized the key themes that emerged. This information was used in a day-long planning retreat on August 20. Management staff members from throughout the department were invited and each work unit and sub-state region also brought a non-management staff person as well. This group reviewed the themes from the earlier sessions and then addressed each element of the 2003 plan, proposing refinements for almost all sections. Subsequently, senior management reviewed the results of the retreat and made the final decisions for the new 2004 plan. This thorough approach, with its special emphasis on input from line staff, did result in some significant changes to IWD’s plan. Local office staff, for example, consistently expressed the need to step up our marketing efforts, especially with employers. Another need that was expressed clearly and often was the need to beef up staff training efforts, much of the capacity for which had been lost in budget and staff reductions a few years ago. Neither of these issues is new, but the degree of concern expressed by IWD staff has caused us to elevate their importance in this year’s plan.

Executive Order, August 9, 1946

Appointed Lieutenant Colonel K.S. McVitty to the staff of the Commander-in-Chief in the Iowa National Guard

Iowa College Student Aid Commission Annual Report FY 2011

Iowa College Aid connects students and families to the essential resources and services needed to go to college. Staff is available every step of the way to help students plan, prepare, and pay for college. On behalf of the State of Iowa and the General Assembly, Iowa College Aid supports students and families with scholarships, grants, loan forgiveness, informational resources and a range of services that help Iowans prepare for college, as well as assist student loan borrowers through the repayment process.

Training Development for Pavement Preservation, RB07-011, 2013

This research project strives to help the Iowa Department of Transportation (DOT) fully achieve the full benefits of pavement preservation through training on proper selection, design, and application of pavement preservation treatments. In some cases, there is a lack of training when conducting one of these steps and the objective of applying pavement preservation techniques is compromised. Extensive amounts of literature on pavement preservation exist, but a structured approach on how to train staff in selecting, designing, and applying pavement preservation techniques is lacking. The objective of this project was to develop a training-oriented learning management system to address pavement preservation treatments (chip seals, fog seals, slurry systems, and crack seals and fills) as they are dealt with during the phases of selection, design, and construction. Early in the project, it was critical to identify the staff divisions to be trained and the treatments to be included. Through several meetings with the Iowa DOT, three staff divisions were identified: maintenance staff (in charge of selection), design staff, and construction staff. In addition, the treatments listed above were identified as the focus of the study due to their common use. Through needs analysis questionnaires and meetings, the knowledge gap and training needs of the agency were identified. The training modules developed target the gap from the results of the needs analysis. The concepting (selection) training focuses on providing the tools necessary to help make proper treatment selection. The design training focuses on providing the information necessary on the treatment materials (mostly binders and aggregates) and how to make proper material selection. Finally, the construction training focuses on providing equipment calibration procedures, inspection responsibilities, and images of poor and best practices. The research showed that it is important to train each division staff (maintenance, design, and construction) separately, as each staff division has its own needs and interests. It was also preferred that each treatment was covered on an individual basis. As a result of the research, it is recommended to evaluate the performance of pavement preservation treatments pre- and post-training continuously to compare results and verify the effectiveness of the learning management system.

ProScan Automated Profilogram Reduction System, MLR-94-7, 1994

Kansas State University, with funding from the Kansas Department of Transportation (KDOT), has developed a computerized reduction system for profilograms produced by mechanical profilographs. The commercial version of the system (ProScan (trademark)) is marketed by Devore Systems, Inc. The system consists of an IBM Compatible PC 486SX33 computer or better, Epson LQ-570 printer, a Logitech Scanman 32 hand scanner system, a paper transport unit, and the ProScan software. The Scanner is not adaptable to IBM computers with the micro channel architecture. The Iowa DOT Transportation Centers could realize the following advantages by using ProScan: (1) Save about 5 to 8 staff hours of reduction and reporting time per Transportation Center per week for a Materials Technician 3 or 4 (the time savings would come during the busiest part of the season); (2) Reduce errors in reduction, transfer, and typing of profile values; (3) Increase the accuracy of the monitor results; and (4) Allow rapid evaluation of contractor traces when tolerance limits between monitor and certified results are exceeded.

Study Regarding Implementation of a Uniform Statewide System to Allow for Electronic Transactions for the Registration and Titling of Motor Vehicles

LEGISLATIVE STUDY – The 83rd General Assembly of the Iowa Legislature, in Senate File 2273, directed the Iowa Department of Transportation (DOT) to conduct a study of how to implement a uniform statewide system to allow for electronic transactions for the registration and titling of motor vehicles. PARTICIPANTS IN STUDY – As directed by Senate File 2273, the DOT formed a working group to conduct the study that included representatives from the Consumer Protection Division of the Office of the Attorney General, the Department of Public Safety, the Department of Revenue, the Iowa State County Treasurer’s Association, the Iowa Automobile Dealers Association, and the Iowa Independent Automobile Dealers Association. CONDUCT OF THE STUDY – The working group met eight times between June 17, 2010, and October 1, 2010. The group discussed the costs and benefits of electronic titling from the perspectives of new and used motor vehicle dealers, county treasurers, the DOT, lending institutions, consumers and consumer protection, and law enforcement. Security concerns, legislative implications, and implementation timelines were also considered. In the course of the meetings the group: 1. Reviewed the specific goals of S.F. 2273, and viewed a demonstration of Iowa’s current vehicle registration and titling system so participants that were not users of the system could gain an understanding of its current functionality and capabilities. 2. Reviewed the results of a survey of county treasurers conducted by the DOT to determine the extent to which county treasurers had processing backlogs and the extent to which county treasurers limited the number of dealer registration and titling transactions that they would process in a single day and while the dealer waited. Only eight reported placing a limit on the number of dealer transactions that would be processed while the dealer waited (with the number ranging from one to four), and only 11 reported a backlog in processing registration and titling transactions as of June 11, 2010, with most backlogs being reported in the range of one to three days. 3. Conducted conference calls with representatives of the American Association of Motor Vehicle Administrators (AAMVA) and representatives of three states -- Kansas, which has an electronic lien and titling (ELT) program, and Wisconsin and Florida, each of which have both an ELT program and an electronic registration and titling (ERT) program – to assess current and best practices for electronic transactions. In addition, the DOT (through AAMVA) submitted a survey to all U.S. jurisdictions to determine how, if at all, other states implemented electronic transactions for the registration and titling of motor vehicles. Twenty-eight states responded to the survey; of the 28 states that responded, only 13 allowed liens to be added or released electronically, and only five indicated allowing applications for registration and titling to be submitted electronically. DOT staff also heard a presentation from South Dakota on its ERT system at an AAMVA regional meeting. ELT information that emerged suggests a multi-vendor approach, in which vendors that meet state specifications for participation are authorized to interface with the state’s system to serve as a portal between lenders and the state system, will facilitate electronic lien releases and additions by offering lenders more choices and the opportunity to use the same vendor in multiple states. The ERT information that emerged indicates a multi-interface approach that offers an interface with existing dealer management software (DMS) systems and through a separate internet site will facilitate ERT by offering access that meets a variety of business needs and models. In both instances, information that emerged indicates that, in the long-term, adoption rates are positively affected by making participation above a certain minimum threshold mandatory. 4. To assess and compare functions or services that might be offered by or through a vendor, the group heard presentations from vendors that offer products or services that facilitate some aspect of ELT or ERT. 5. To assess the concerns, needs and interest of Iowa motor vehicle dealers, the group surveyed dealers to assess registration and titling difficulties experienced by dealers, the types of DMS systems (if any) used by dealers, and the dealers’ interest and preference in using an electronic interface to submit applications for registration and titling. Overall, 40% of the dealers that responded indicated interest and 57% indicated no interest, but interest was pronounced among new car dealers (75% were interested) and dealers with a high number of monthly transactions (85% of dealers averaging more than 50 sales per month were interested). The majority of dealers responding to the dealer survey ranked delays in processing and problems with daily limits on transaction as ―minor difficulty or ―no difficulty. RECOMMENDATIONS -- At the conclusion of the meetings, the working group discussed possible approaches for implementation of electronic transactions in Iowa and reached a consensus that a phased implementation of electronic titling that addressed first electronic lien and title transactions (ELT) and electronic fund transfers (EFT), and then electronic applications for registration and titling (ERT) is recommended. The recommendation of a phased implementation is based upon recognition that aspects of ELT and EFT are foundational to ERT, and that ELT and EFT solutions are more readily and easily attained than the ERT solution, which will take longer and be somewhat more difficult to develop and will require federal approval of an electronic odometer statement to fully implement. ELT – A multi-vendor approach is proposed for ELT. No direct costs to the state, counties, consumers, or dealers are anticipated under this approach. The vendor charges participating lenders user or transaction fees for the service, and it appears the lenders typically absorb those costs due to the savings offered by ELT. Existing staff can complete the programming necessary to interface the state system with vendors’ systems. The estimated time to implement ELT is six to nine months. Mandatory participation is not recommended initially, but should be considered after ELT has been implemented and a suitable number of vendors have enrolled to provide a fair assessment of participation rates and opportunities. EFT – A previous attempt to implement ELT and EFT was terminated due to concern that it would negatively impact county revenues by reducing interest income earned on state funds collected by the county and held until the monthly transfer to the state. To avoid that problem in this implementation, the EFT solution should remain revenue neutral to the counties, by allowing fees submitted by EFT to be immediately directed to the proper county account. Because ARTS was designed and has the capacity to accommodate EFT, a vendor is not needed to implement EFT. The estimated time to implement EFT is six to nine months. It is expected that EFT development will overlap ELT development. ERT – ERT itself must be developed in phases. It will not be possible to quickly implement a fully functioning, paperless ERT system, because federal law requires that transfer of title be accompanied by a written odometer statement unless approval for an alternate electronic statement is granted by the National Highway Traffic Safety Administration (NHTSA). It is expected that it will take as much as a year or more to obtain NHTSA approval, and that NHTSA approval will require design of a system that requires the seller to electronically confirm the seller’s identity, make the required disclosure to the buyer, and then transfer the disclosure to the buyer, who must also electronically confirm the buyer’s identity and electronically review and accept the disclosure to complete and submit the transaction. Given the time that it will take to develop and gain approval for this solution, initial ERT implementation will focus on completing and submitting applications and issuing registration applied for cards electronically, with the understanding that this process will still require submission of paper documents until an electronic odometer solution is developed. Because continued submission of paper documents undermines the efficiencies sought, ―full‖ ERT – that is, all documents necessary for registration and titling should be capable of approval and/or acceptance by all parties, and should be capable of submission without transmittal or delivery of duplicate paper documents .– should remain the ultimate goal. ERT is not recommended as a means to eliminate review and approval of registration and titling transactions by the county treasurers, or to place registration and titling approval in the hands of the dealers, as county treasurers perform an important role in deterring fraud and promoting accuracy by determining the genuineness and regularity of each application. Authorizing dealers to act as registration agents that approve registration and title applications, issue registration receipts, and maintain and deliver permanent metal license plates is not recommended. Although distribution of permanent plates by dealers is not recommended, it is recommended that dealers participating in ERT generate and print registration applied for cards electronically. Unlike the manually-issued cards currently in use, cards issued in this fashion may be queried by law enforcement and are less susceptible to misuse by customers and dealers. The estimated time to implement the electronic application and registration applied for cards is 12 to 18 months, to begin after ELT and EFT have been implemented. It is recommended that focus during this time be on facilitating transfers through motor vehicle dealers, with initial deployment focused on higher-volume dealers that use DMS systems. In the long term an internet option for access to ERT must also be developed and maintained to allow participation for lower-volume dealers that do not use a DMS system. This option will also lay the ground work for an ERT option for sales between private individuals. Mandatory participation in Iowa is not recommended initially. As with ELT, it is recommended that mandatory participation be considered after at least an initial phase of ERT has been implemented and a suitable number of dealers have enrolled to provide a fair assessment of participation rates and opportunities. The use of vendors to facilitate ERT is not initially proposed because 1) DOT IT support staff is capable of developing a system that will interact with DMS systems and will still have to develop a dealer and public interface regardless of whether a vendor acts as intermediary between the DMS systems, and 2) there is concern that the cost of the vendor-based system, which is funded by transaction-based payments from the dealer to the vendor, will be passed to the consumer in the form of additional documentation or conveyance fees. However, the DOT recommends flexibility on this point, as development and pilot of the system may indicate that a multi-vendor approach similar to that recommended for ELT may increase the adoption rate by larger dealers and may ultimately decrease the user management to be exercised by DOT staff. If vendors are used in the process, additional legislation or administrative rules may be needed to control the fees that may be passed to the consumer. No direct cost to the DOT or county treasurers is expected, as the DOT expects that it may complete necessary programming with existing staff. Use of vendors to facilitate ERT transactions by dealers using DMS systems would result in transaction fees that may ultimately be passed to consumers. LEGISLATION – As a result of the changes implemented in 2004 under Senate File 2070, the only changes to Iowa statutes proposed are to section 321.69 of the Iowa Code, ―Damage disclosure statement,and section 321.71, ―Odometer requirements.‖ In each instance, authority to execute these statements by electronic means would be clarified by authorizing language similar to that used in section 321.20, subsections ―2‖ and ―3,‖ which allows for electronic applications and directs the department to ―adopt rules on the method for providing signatures for applications made by electronic means.‖ In these sections, the authorizing language might read as follows: Notwithstanding contrary provisions of this section, the department may develop and implement a program to allow for any statement required by this section to be made electronically. The department shall adopt rules on the method for providing signatures for statements made by electronic means. Some changes to DOT administrative rules will be useful but only to enable changes to work processes that would be desirable in the long term. Examples of long term work processes that would be enabled by rule changes include allowing for signatures created through electronic means and electronic odometer certifications. The DOT rules, as currently written, do not hinder the ability to proceed with ELT, EFT, and ERT.

Improving Transition Outcomes: CASE (Career And Self Awareness) Prototype: Conference Presentation

Promotional article recognizing a CASE (Career And Self Awareness) conference presentation.

Improving Transition Outcomes: Council Bluffs Youth Connections Prototype: Conference Presentation

Promotional article on a presentation at the Parent Educator Connector conference.