Your Personalized Medicare Manager Is Waiting for You Online, 2007

Go to MyMedicare.gov and get the personalized information you need to make better health care choices. With this exciting new web tool, you can make the best health care decisions for your personal needs. MyMedicare.gov puts you in control.

My Medical Records Manager, 2007

Worksheet to help manage medical records by the Iowa Commission on the Status of Women

Transit Manager's Handbook, September, 2010

This handbook provides an overview of public transit in Iowa and how to do business with the Iowa Department of Transportation (Iowa DOT) Office of Public Transit (OPT). It is intended to be a tool to assist transit managers navigate through the many policies, procedures and requirements of state and federal government. This handbook can be used to provide orientation for new personnel; to help clarify the relationships and required procedures for existing personnel; and to provide easier accessibility to regulations and procedures. Input on the content of the handbook to increase its usefulness is encouraged at any time.

City Energy Management Program: A Regional Energy Manager Approach, May 2014

Through the City Energy Management Program, energy managers will directly work with up to 20 municipalities in Iowa to help identify opportunities to reduce energy costs in city-owned buildings, exterior lighting, and water/wastewater facilities. This assistance will be provided to the selected municipalities who will provide an in-kind match to achieve energy efficiency within their community.

City Energy Management Program A Regional Energy Manager Approach, May 2014

Through the City Energy Management Program, energy managers will directly work with up to 20 municipalities in Iowa to help identify opportunities to reduce energy costs in city-owned buildings, exterior lighting, and water/wastewater facilities. This assistance will be provided to the selected municipalities who will provide an in-kind match to achieve energy efficiency within their community. Power Point of theses resources.

Annual Report of the Iowa Communications Network FY 06

This annual report covers highlights and financial information for fiscal year 2006 for the ICN. Any questions may be directed to Public Relations Manager Gail Geery.

Summary Report for the Iowa Alzheimer's Task Force 2007 from the Iowa Alzheimer's Disease Demonstration Projects

The Iowa Department of Elder Affairs, in collaboration with the University of Iowa College of Nursing, has been engaged in developing and evaluating community based services for persons with dementia in the state of Iowa over the past 7 years under a grant form the Administration on Aging. This grant tested out several models of care (dementia nurse care manager, memory loss nurse specialist, “People Living Alone Need Support” (PLANS), varying models of respite care), surveyed agencies and service providers in regard to how they provide services for persons with dementia, and provided training to case management, community college instructors, adult day service providers and other related services providers including assisted living and nursing home facilities.

Iowa Gender Wage Equity Study, 2008

In 1993, Iowa Workforce Development (then the Department of Employment Services) conducted a survey to determine if there was a gender gap in wages paid. The results of that survey indicated that females were paid 68 cents for every dollar paid to males. Another study was conducted in 1999 which found that females made approximately 73 cents for every dollar made by males in Iowa. These calculations took into account the average number of hours respondents worked weekly. In January 2008, Iowa Workforce Development (IWD) was contacted by the Iowa Commission on the Status of Women (ICSW) to request that IWD conduct research to update the 1999 gender wage equity study to determine if the wage disparity between males and females has changed since the 1999 study. This study was completed by IWD using 2007/2008 Laborshed data consisting of responses from 5,669 employed respondents. Of the respondents, 59.6 percent (3,379) were female, 40.3 percent (2,285) were male, and 0.1 percent (5) refused to identify their gender. Statewide sampling was provided by the University of Northern Iowa’s Institute for Decision Making based on the population per ZIP code. The results of the survey show that females who are paid an hourly wage earn 21.8 percent (78.2 cents for every dollar) less than males earn and females who are salaried earn 21.6 percent less than males. Additional survey results detail the occupational categories, industries and the education and experience levels. All of these characteristics contribute to the disparity.

Annual Report of the Iowa Grape and Wine Development Commission for Fiscal Year, 2008

FY2008 was a productive year for the Iowa Grape and Wine Development Commission. Sixteen proposals were recommended for funding from FY2008 funds and carryover totaling just over $396,000 in outlays. Included in the approved proposals were staffing and equipment for the Midwest Grape and Wine Industry Institute’s wine diagnostics laboratory at Iowa State University, continued support for the viticulturist position at Des Moines Area Community College, funding for the second annual Mid-American Wine Competition, and assistance for marketing and promotion of Ice coats an Iowa vineyard after a February 2008 ice storm. Photo by Mike White and courtesy of Iowa State University. 16 two wine trail associations and seven festivals and events. Commission funding supported a salaried position within IDALS to manage the Iowa Grape and Wine Development Fund and to serve as the Director of the Iowa Grape and Wine Development Commission. The Commission approved funding for a Scholarship Program. The formally created Scholarship Committee met twice in FY2008 to finalize details for the Program and to approve scholarships to twenty-six applicants to aid with the expenses of accredited coursework. Based on data collected by IDALS, the Iowa Department of Economic Development, the Iowa Alcoholic Beverages Division, and Iowa State University the Iowa grape and wine industry appears to continue to be very viable and growth continues at a strong pace. Presently, Iowa ranks 14th in the nation for the number of wineries, and wine produced in the state for 2008 was estimated at a market value in excess of $14.0 million. A tabulation of the budget revealed that just over $1,080,000 in wine gallonage tax appropriations and legislative appropriations have been deposited into the Grape and Wine Development Fund from FY2003 through FY2008. Removing encumbered funds, expenditures have totaled just over $942,500 during that same time. “Financial” funding – used for fostering public awareness and participation of industry events - increased from 6% of expenditures in FY2007 to 9% in FY2008. Used for support of research, education, and outreach, a little over 80% of expenditures and encumbered funds were earmarked for “Technical” spending. Over time, funds invested in “Technical” programs will translate into an increasingly educated and institutionally-supported industry. Local, regional, and statewide events also appeared to be increasing in popularity. The Commission was encouraged to see increased support for these events. It is hoped, too, that the Scholarship Program will provide needed funding to help meet the educational goals of the industry’s workforce. As they continue to support Iowa’s grape and wine industry, the Commissioners look forward to working with individuals, commercial enterprises, state and federal agencies, and industry-sponsored institutions in FY2009 and in years to come.

Iowa Workforce Monthly, March 2009, Issue 3

Highlights: * Local Iowa Workforce centers offer a variety of assessment testing, available for both job seekers and employers alike.....pg. 2 * IWD Associate Kristy Zeransky received a thank you letter from a gentleman who succeeded in attaining gainful employment due to the teamwork exhibited at IWD....pg. 2 * Iowa Workforce Development offers many services for employers as well as individuals. One service that assists everyone is called Rapid Response....pg. 3 * Regional Manager Steve McCann met Bruce Charlet at the IWD/KCCI job fair....pg. 3

Case Management Program For Frail Elders Manual, August 2008

The purpose of this manual is to guide operation of the Case Management Program for Frail Elders. After Background, Program Administration, Definitions, Consumer Eligibility, and Program Standards, the order follows the flow of a consumer entering the pro-gram from referral through ongoing case activities. The manual is written assuming the reader is the Case Manager. The effective date will appear in the bottom left hand corner of each page. This manual will be updated as needed via Iowa Aging Program Instructions (IAPI). This manual is used in conjunction with the Department of Human Services’ manuals which provide more detail about policies and procedures within the Medicaid elderly waiver program.

Tree and Brush Control For County Road Right-of-Way, Ocotober 2002

This manual summarizes the roadside tree and brush control methods used by all of Iowa's 99 counties. It is based on interviews conducted in Spring 2002 with county engineers, roadside managers and others. The target audience of this manual is the novice county engineer or roadside manager. Iowa law is nearly silent on roadside tree and brush control, so individual counties have been left to decide on the level of control they want to achieve and maintain. Different solutions have been developed but the goal of every county remains the same: to provide safe roads for the traveling public. Counties in eastern and southern Iowa appear to face the greatest brush control challenge. Most control efforts can be divided into two categories: mechanical and chemical. Mechanical control includes cutting tools and supporting equipment. A chain saw is the most widely used cutting tool. Tractor mounted boom mowers and brush cutters are used to prune miles of brush but have significant safety and aesthetic limitations and boom mowers are easily broken by inexperienced operators. The advent of tree shears and hydraulic thumbs offer unprecedented versatility. Bulldozers are often considered a method of last resort since they reduce large areas to bare ground. Any chipper that violently grabs brush should not be used. Chemical control is the application of herbicide to different parts of a plant: foliar spray is applied to leaves; basal bark spray is applied to the tree trunk; a cut stump treatment is applied to the cambium ring of a cut surface. There is reluctance by many to apply herbicide into the air due to drift concerns. One-third of Iowa counties do not use foliar spray. By contrast, several accepted control methods are directed toward the ground. Freshly cut stumps should be treated to prevent resprouting. Basal bark spray is highly effective in sensitive areas such as near houses. Interest in chemical control is slowly increasing as herbicides and application methods are refined. Fall burning, a third, distinctly separate technique is underused as a brush control method and can be effective if timed correctly. In all, control methods tend to reflect agricultural patterns in a county. The use of chain saws and foliar sprays tends to increase in counties where row crops predominate, and boom mowing tends to increase in counties where grassland predominates. For counties with light to moderate roadside brush, rotational maintenance is the key to effective control. The most comprehensive approach to control is to implement an integrated roadside vegetation management (IRVM) program. An IRVM program is usually directed by a Roadside Manager whose duties may be shared with another position. Funding for control programs comes from the Rural Services Basic portion of a county's budget. The average annual county brush control budget is about $76,000. That figure is thought not to include shared expenses such as fuel and buildings. Start up costs for an IRVM program are less if an existing control program is converted. In addition, IRVM budgets from three different northeastern Iowa counties are offered for comparison in this manual. The manual also includes a chapter on temporary traffic control in rural work zones, a summary of the Iowa Code as it relates to brush control, and rules on avoiding seasonal disturbance of the endangered Indiana bat. Appendices summarize survey and forest cover data, an equipment inventory, sample forms for record keeping, a sample brush control policy, a few legal opinions, a literature search, and a glossary.

Concrete Pavement Construction Basics, June 2006

General principles • Everyone at the construction site, particularly foremen and supervisors, is responsible for recognizing and troubleshooting potential problems as they arise. • Batches of concrete should be consistent and uniformly mixed. • A major cause of pavement failure is unstable subgrade. The subgrade should consist of uniform material, and the subgrade system must drain well. • Dowel bars are important for load transfer at transverse joints on pavements with high truck volumes. Dowels must be carefully aligned, horizontally and vertically, to prevent pavement damage at the joints. • Stringlines control the slipform paver’s horizontal and vertical movement and ensure a smooth pavement profile. Once stringlines are set, they should be checked often and not disturbed. • Overfinishing the new pavement and/or adding water to the surface can lead to pavement surface problems. If the concrete isn’t sufficiently workable, crews should contact the project manager. Changes to the mixture or to paver equipment may reduce the problem. • Proper curing is critical to preventing pavement damage from rapid moisture loss at the pavement surface. • A well spaced and constructed system of joints is critical to prevent random cracking. • Joints are simply controlled cracks. They must be sawed during the brief time after the pavement has gained enough strength to prevent raveling but before it begins to crack randomly (the “sawing window”). • Seasonal and daily weather variations affect setting time and other variables in new concrete. Construction operations should be adjusted appropriately.

Micro-Computer Based Linear Scheduling Application for Highway Construction Project Control, HR-339A, 1995

This report describes a new approach to the problem of scheduling highway construction type projects. The technique can accurately model linear activities and identify the controlling activity path on a linear schedule. Current scheduling practices are unable to accomplish these two tasks with any accuracy for linear activities, leaving planners and manager suspicious of the information they provide. Basic linear scheduling is not a new technique, and many attempts have been made to apply it to various types of work in the past. However, the technique has never been widely used because of the lack of an analytical approach to activity relationships and development of an analytical approach to determining controlling activities. The Linear Scheduling Model (LSM) developed in this report, completes the linear scheduling technique by adding to linear scheduling all of the analytical capabilities, including computer applications, present in CPM scheduling today. The LSM has tremendous potential, and will likely have a significant impact on the way linear construction is scheduled in the future.

The Use of Remote Sensing Techniques Compared to Traditional Archaeological Phase II Testing Methods: A Cost-Benefit Analysis, HR-524, 1986

Remote sensing was utilized in the Phase II Cultural Resources Investigation for this project in lieu of extensive excavations. The purpose of the present report is to compare the costs and benefits of the use of remote sensing to the hypothetical use of traditional excavation methods for this project. Estimates for this hypothetical situation are based on the project archaeologist's considerable past experience in conducting similar investigations. Only that part of the Phase II investigation involving field investigations is addressed in this report. Costs for literature review, laboratory analysis, report preparation, etc., are not included. The project manager proposed the use of this technique for the fol lowing logistic, safety and budgetary reasons.