Strategic Plan of the Board of Regents, Strategic Plan, 2004-2009

This report outlines the strategic plan for Strategic Plan of the Board of Regents, goals and mission.

Update on the Strategic Initiatives of the Department of Administrative Services, June 26. 2014

Updated Strategic Plan for the Iowa Department of Administrative Services

Strategic Plan of the Board of Regents, Strategic Plan, 2010-2016

This report outlines the strategic plan for Strategic Plan of the Board of Regents, goals and mission.

Iowa Arts Council: A Division of the Iowa Department of Cultural Affairs 2012-2015 Strategic Plan

The Iowa Arts Council is excited to accomplish goals on behalf of Iowa while helping support the strategic direction of the Department of Cultural Affairs. With an eye to the future, the Iowa Arts Council remains committed to honoring its 45-year legacy while staying true to its mission of enriching the quality of life in Iowa through support of the arts.

Performance Report for Fiscal Year, 2007

I am pleased to present the performance report for the Iowa Department for the Blind for fiscal year 2007. This report is provided in compliance with sections 8E.210 and 216B.7 of the Code of Iowa. It contains valuable information about the services the Department and its partners provided for Iowans during the past fiscal year in the areas of Vocational Rehabilitation, Independent Living, Library Services, and Resource Management. The Department determines its competitive success in a number of ways. We look at the federal standards and indicators to learn our ranking in relation to the performance of other public rehabilitation agencies. We compare our library's production and circulation figures with those from previous years to determine trends. We set our own standards for success by looking at such factors as the number of successful case closures, average hourly wage at case closure, skills training provided, and compliance with regulations. Results show that the Department is working positively toward achieving its strategic goals of increasing the independence and productivity of blind Iowans and improving access to information for blind Iowans. Major accomplishments of the year included the selection of our Library as the only agency authorized to distribute educational materials using the National Instructional Materials Accessibility Standard (NIMAS) to students in Iowa. Our Independent Living program received the Shining Star award at the Governor's Conference on Aging for its work with and outreach to older blind Iowans. The Department, the Iowa Braille School, and the Department of Education implemented new cooperative efforts to improve the coordination and delivery of services to blind and visually impaired students in Iowa. Finally, earnings ratios and the percentage of employment for vocational rehabilitation clients of the Department remain among the best in the nation, as measured by the U.S. Rehabilitation Services Administration, which on June 27, 2007 released data on federal standards and indicators for the year ended September 30, 2006. Overall, we met or exceeded 11 of 16 results targets included in this report. A discussion of the Department's services, customers, organizational structure, and budget appears in the "Department Overview" that follows. The success of the Department's programs is evident in the success achieved by blind Iowans. It is reflected in the many blind persons who can be seen traveling about independently, going to their jobs and to the community and family activities in which they participate. Sincerely, Allen C. Harris Director, Iowa Department for the Blind

Performance Report for Fiscal Year, 2008

I am pleased to present the performance report for the Iowa Department for the Blind for fiscal year 2008. This report is provided in compliance with sections 8E.210 and 216B.7 of the Code of Iowa. It contains valuable information about results achieved because of the services that we and our partners provided to blind and visually impaired Iowans during the past fiscal year in the areas of Vocational Rehabilitation, Independent Living, Library Services, and Resource Management. We determine our competitive success in a number of ways. We look at the federal standards and indicators to learn our ranking in relation to the performance of other public rehabilitation agencies. We compare our library's production and circulation figures with those from previous years to determine trends. We set our own standards for success by looking at such factors as the number of successful case closures, average hourly wage at case closure, skills training provided, and compliance with regulations. Results show that the Department is working positively toward achieving its strategic goals of increasing the independence and productivity of blind Iowans and improving access to information for blind Iowans. Major accomplishments of the year included:  The selection of our Library as one of eight libraries to receive the new digital talking book machines and books in digital media from the National Library Service for the Blind and Physically Handicapped. Priority for distribution of the machines is given to Library patrons who are veterans.  The Department, the Iowa Braille School, and the Department of Education have been promoting the new expanded core curriculum as part of their continued efforts to improve the coordination and delivery of services to blind and visually impaired students in Iowa.  The Department's five-year grant funded Pathfinders mentoring program ended this year. A total of 49 blind youths aged 16-26 were paired with successful blind adult mentors. Assessments of the program clearly showed that participation in the program had a measurable positive effect on the youth involved.  Finally, earnings ratios and the percentage of employment for vocational rehabilitation clients of the Department are among the best in the nation, as measured by the U.S. Rehabilitation Services Administration's standards and indicators for the year ended September 30, 2007. Overall, we met or exceeded 13 of 18 targets included in this report. A discussion of the Department's services, customers, and organizational structure, and budget appears in the "Department Overview" that follows. Information pertaining to performance results appears in the final section of this document. The success of the Department's programs is evident in the success achieved by blind Iowans. It is reflected in the many blind persons who can be seen traveling about independently, going to their jobs and to the community and family activities in which they participate. Sincerely, Karen A. Keninger, Director Iowa Department for the Blind

Development of Benchmark Data for the Iowa Department of Transportation Construction Offices, HR-381, 1996

This report describes the development of performance measures for the Iowa DOT Construction Offices. The offices are responsible for administering all transportation construction projects for the Iowa DOT. In conjunction with a steering team composed of representatives of the Construction Offices, the research team developed a list of eight key processes and a set of measures for each. Two kinds of data were gathered: baseline data and benchmark data. Baseline data is used to characterize current performance. Benchmark data is gathered to find organizations that have excellent performance records for one or more key functions. This report discusses the methodology used and the results obtained. The data obtained represents the first set of data points. Subsequent years will establish trends for each of the measures, showing improvement or lack of it.

Instrumentation of Paver Vibrators, MLR-95-10, 1999

Premature deterioration of Portland Cement Concrete (PCC) pavements led to investigations for causes of the concrete failures. Evidence of parallel longitudinal cracks in deteriorating pavements, with crack spacings similar to paver vibrator spacings, made it clear that the vibrators were related to the cause for deterioration. After a number of field trips observing paving operations and measuring vibrator frequencies, it soon became clear that the paver vibrators were, in many cases, not running in compliance with the Iowa DOT specification. The specified frequency was from 5000 to 8000 revolutions per minute (rpm). The pavers visited did not have a monitoring system to give a continuous frequency readout for any of it's vibrators. Occasionally, during a paving operation, frequency readings were taken on some vibrators with a hand held tachometer. However, that degree of monitoring was found to be far from providing the quality of information and control necessary to maintain compliance to the Iowa DOT specification. A paver vibrator monitoring system, which would operate continuously while paving and cover all vibrators, was determined to be essential. The output must be visible to the paver operator and inspector at all times.