1981 train operating speeds : [Iowa],1981

This railroad map shows Iowa rail carriers and train speeds.

Iowa’s Railroads and You, July 28, 2004

Like most motorists, you want your trips to go as quickly and smoothly as possible. Things like having to wait at a railroad crossing while the train crosses, or having to slow for a rough railroad crossing may seem like an inconvenience. But, when you look at the overall picture, you will find there are many things that affect your trips: heavy traffic, including large trucks, on the interstates; congestion on urban freeways; a lot of pedestrian traffic at crosswalks; a bus stopped on the street while passengers are boarding or exiting; slow-moving farm equipment or bicyclists on a rural road; or any number of other disruptions. The reality is that Iowa’s transportation system is extremely complex. Iowa has many diverse transportation users and all types of vehicles traveling at differing speeds.

Ongoing Covenant with Black Iowa, 2006

This Manual is designed to help targeted communities organize and train local steering groups and task force leaders. The Ongoing Covenant with Black Iowa (OCBI) model will engage and empower African Americans in various communities to work together in developing strategies that bridge local priorities to statewide goals. Trained Task Force Leaders play a critical role in establishing productive dialogue and planning that is essential to moving the OCBI forward in meeting its goals. They must ensure consistency within each Task Force as the OCBI is a multilevel partnership and collaboration among local communities, the Commission on the Status of African Americans and the Covenant with Black America. Task Force Leaders assist with constructive dialogue among local residents to engage and focus on the issues, and work collectively towards a solution. Patience in developing a strategy and trained Task Force Leaders are essential to the success of the OCBI. It is our hope that this Manual will serve as a guide to assist you in all aspects of building your local strategic plan.

Executive Summary, Feasibility Report on Proposed Amtrak Service Quad Cities-Chicago, January 7, 2008

Since the introduction of expanded levels of intrastate service on October 30, 2006, Amtrak trains in Illinois have produced impressive gains in both ridership and ticket revenue. This success and continuing stakeholder support has given rise to a formal request from the Illinois Department of Transportation (“Ill. DOT”) to Amtrak to develop a feasibility study regarding possible service consisting of a morning and an evening train in each direction between Chicago and the Quad Cities. The area between Chicago and the Quad Cities includes many rapidly growing communities. From Chicago toward the West and South, many towns and cities have experienced double digit growth increases in population since the year 2000. Southern DuPage, Cook and Will counties have seen especially strong growth, pressuring highway infrastructure, utilities, and schools. Community development and highway congestion are readily apparent when traveling the nearly 3 hour, 175 mile route between Chicago and the Quad Cities. As information, there are only three weekday round trip bus frequencies available between Chicago and the Quad Cities. The Quad City International Airport offers a total of 10 daily scheduled round trip flights to Chicago's O'Hare International Airport via two separate carriers flying regional jets. The Quad Cities (Davenport, Moline, Rock Island, and Bettendorf) are located along the Mississippi River. Nearly 60% of its visitors are from the Chicago area. With dozens of miles of scenic riverfront, river boating, casinos, and thousands of acres of expansive public spaces, the Quad Cities area is a major draw from both Iowa and Illinois. The huge Rock Island Arsenal, one of the largest military arsenals in the country and located along the river, is transitioning to become the headquarters of the United States First Army. As will be discussed later in the report, there is only one logical rail route through the Quad Cities themselves. The Iowa Interstate Railroad operates through the Quad Cities along the river and heads west through Iowa. The Quad Cities are considering at least three potential locations for an Amtrak station. A study now underway supported by several local stakeholders will recommend a site which will then be considered, given available local and other financial support. If Amtrak service were to terminate in the Quad Cities, an overnight storage track of sufficient length along with ample parking and certain other requirements covered elsewhere in the report would be required.

Feasibility Study on Proposed Amtrak service from Chicago, to Iowa City, Iowa via Quad Cities, December 5, 2007

Soon after the Illinois Department of Transportation (“Ill. DOT”) requested Amtrak to conduct a feasibility study on proposed Amtrak service between Chicago and the Illinois Quad Cities, the Iowa Department of Transportation (“Iowa DOT”) asked that the study be extended to Iowa City and later to Des Moines. This report examines the feasibility of extending service to Iowa City. The completed report for the proposed Chicago – Quad Cities’ service was delivered to Ill. DOT in early January 2008. It assumes a stand-alone train operation strictly within the State of Illinois and makes no reference to extending the service into the State of Iowa. Therefore, there is no discussion about potential cost sharing allocations for capital improvements or operating losses between the two states which will become a matter of future negotiations between the two jurisdictions. That being said, this report on extending the service to Iowa City is simply an addendum to the Quad Cities report and covers such topics as additional capital infrastructure improvements that would be required in Iowa, impacts on operating expenses, revised ridership and revenue projections, and the like. With one minor exception, the recommended level of capital improvements within Illinois will still be required if the service to Iowa City is initiated. It is thus important for the readers of this report to refer to the Illinois study for detailed information on that state’s portion of the route alternatives.

Iowa Rail Route Alternatives Analysis, June 1998

The development of new rail systems in the first part of the 21st century is the result of a wide range of trends that are making it increasingly difficult to maintain regional mobility using the two dominant intercity travel modes, auto and air. These trends include the changing character of the economic structure of industry. The character of the North American industrial structure is moving rapidly from a manufacturing base to a service based economy. This is increasing the need for business travel while the increase in disposable income due to higher salaries has promoted increased social and tourist travel. Another trend is the change in the regulatory environment. The trend towards deregulation has dramatically reduced the willingness of the airlines to operate from smaller airports and the level of service has fallen due to the creation of hub and spoke systems. While new air technology such as regional jets may mitigate this trend to some degree in medium-size airports, smaller airports will continue to lose out. Finally, increasing environmental concerns have reduced the ability of the automobile to meet intercity travel needs because of increased suburban congestion and limited highway capacity in big cities. Against this background the rail mode offers new options due to first, the existing rail rights-of-way offering direct access into major cities that, in most cases, have significant capacity available and, second, a revolution in vehicle technology that makes new rail rolling stock faster and less expensive to purchase and operate. This study is designed to evaluate the potential for rail service making an important contribution to maintaining regional mobility over the next 30 to 50 years in Iowa. The study evaluates the potential for rail service on three key routes across Iowa and assesses the impact of new train technology in reducing costs and improving rail service. The study also considers the potential for developing the system on an incremental basis. The service analysis and recommendations do not involve current Amtrak intercity service. That service is presumed to continue on its current route and schedule. The study builds from data and analyses that have been generated for the Midwest Rail Initiative (MWRI) Study. For example, the zone system and operating and capital unit cost assumptions are derived from the MWRI study. The MWRI represents a cooperative effort between nine Midwest states, Amtrak and the Federal Railroad Administration (FRA) contracting with Transportation Economics & Management Systems, Inc. to evaluate the potential for a regional rail system. The 1 The map represents the system including the decision on the Iowa route derived from the current study. Iowa Rail Route Alternatives Analysis TEMS 1-2 system is to offer modern, frequent, higher speed train service to the region, with Chicago as the connecting hub. Exhibit 1-1 illustrates the size of the system, and how the Iowa route fits in to the whole.

Benefiting Iowa’s Economy, 2012

The Midwest Regional Rail System is a transportation network for the 21st Century. - 3,000-mile rail network connecting Iowa with 8 other Midwest states - Significantly reduced travel times - Increase in train frequencies - Improved on-time performance

Public Employees Leadership Institute Final Report, August 2011

Public agencies in Iowa are continually challenged with reduced staff levels, reduced budgets, and increased expectations for services provided. Responding to these demands requires a well-informed and coordinated team that includes professionals, supervisors, technicians, lead workers, and workers. Becoming a coordinated team requires the training and interaction to produce a common foundation to build upon. In 2007, a training program did not exist in the state to provide this level of training for existing or upcoming managers and leaders of public agencies. The Iowa Local Technical Assistance Program (LTAP), in conjunction with Iowa public agency representatives, set out to provide that foundation by developing the Iowa Public Employees Leadership Academy, which was renamed the Public Employees Leadership Institute in July 2011. The Institute is an on-demand, online training program designed to create better (or new) leaders and supervisors for Iowa’s public agencies. The Institute provides a curriculum to train the next generation of leaders, who will replace existing leaders when retirements occur. Through the Institute, Iowa LTAP will provide a coordinated, structured, non-credit educational program available for a modest fee. The techniques and skills offered through the Institute can apply to all who wish to develop or sharpen their leadership and management abilities. This will be true whether the participants are employed in the public or private sector. The 14 courses that were developed and are being offered are as follows: Supervisory Techniques and Skills, Team Development, Communications Skills, Leadership Skills, Community Service/Customer Orientation, Legal Understanding, Fundamentals of Government, Finance, Resource Management, Operations and Maintenance, Basic Management, Emergency Management, Project Management, and Winter Maintenance Management.

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.

Pieces of Iowa’s Past, January 18, 2012

Pieces of Iowa’s Past, published by the Iowa State Capitol Tour Guides weekly during the legislative session, features historical facts about Iowa, the Capitol, and the early workings of state government. All historical publications are reproduced here with the actual spelling, punctuation, and grammar retained. January 18, 2012 THIS WEEK: Report by Annie Wittenmyer, State Sanitary Agent BACKGROUND: The 10th General Assembly convened on January 11, 1864, and adjourned on March 29—a 79-day session. There were 138 members in the legislature. The members included 42 Republicans in the Senate and 87 Republicans in the House of Representatives. Democrats numbered four in the Senate and five in the House. Jacob Butler was the Speaker of the House, and Enoch W. Eastman was the Lt. Governor presiding in the Senate. William Stone was Iowa’s governor. Stone was inaugurated on January 14, 1864. He was 36 years old. Governor Stone, a friend of President Abraham Lincoln, rode Lincoln’s funeral train to Springfield, Illinois

06017-009 Saylor Creek Watershed Final Report

With the Saylor Creek Watershed Improvement Project, Iowa Heartland RC&D and other area stakeholders have an opportunity to display how "best management practices" (BMPs) can reduce storm water runoff and improve the quality of that runoff in an urban setting. Conservation design is a uew approach to storm water management that addresses the negative impacts of storm water runoff and turns them into a positive. The master plan for the Prairie Trail development surrounding the watershed project will incorporate bioretention cells, bioswales, buffer strips, rain gardens, as well as native plant landscaping to slow storm water runoff and naturally clean sediment out of the water before it reaches Saylor Creek. In addition to conservation design elements, the project will utilize storm water detention ponds and creek bed restoration to develop a complete storm water "treatment train" system within Prairie Trail. The extensive use of conservation storm water management for Prairie Trail is unique for urban development in Iowa.

Volunteer Ombudsman Program

The Volunteer Ombudsman Program places volunteers in long-term care facilities across Iowa to assist the state’s team of Local Long- Term Care Ombudsmen carry out the duties of the Older Americans Act of 1965. The Office of the State Long-Term Care Ombudsman coordinates the Volunteer Ombudsman Program (VOP) to train and certify individuals who are interested in listening, empowering and serving as a voice for long-term care residents. Unlike facility volunteers, VOP volunteers do not assist residents with daily activities. Rather, they are responsible for making several unannounced visits to a specific facility each month to talk to residents and family members and identify concerns.