Women, Work and the Iowa Economy, September 2008

Women play a substantial and crucial role in the Iowa economy. Women make up almost half the labor force, participating in the labor force at one of the highest rates in the nation. At the same time, disparities persist as to women’s prospects for success in that same economy. For instance, although women in Iowa are more likely than men to receive post-secondary education, they are also more likely to be in poverty and to earn a lower wage than male peers. The “gender gap,” the difference between male and female wages, is a much-discussed but often misunderstood tool that helps measure women’s success in the workforce. Women’s median wages are lower than men’s median wages largely because of differences in male and female occupations and work history, although gender discrimination in the workforce also plays a role. This report investigates Iowa’s gender gap in ways that clearly show both its causes and effects and suggests policy responses that could ensure women’s full and equal participation in Iowa’s economic future. Understanding the differences between men’s and women’s experiences in the state economy is important for developing policies that can effectively address barriers to economic success for all Iowans.

Improving Portland Cement Concrete Mix Consistency and Production Rate through Two-Stage Mixing, TR-505, 2007

A two-stage mixing process for concrete involves mixing a slurry of cementitious materials and water, then adding the slurry to coarse and fine aggregate to form concrete. Some research has indicated that this process might facilitate dispersion of cementitious materials and improve cement hydration, the characteristics of the interfacial transition zone (ITZ) between aggregate and paste, and concrete homogeneity. The goal of the study was to find optimal mixing procedures for production of a homogeneous and workable mixture and quality concrete using a two-stage mixing operation. The specific objectives of the study are as follows: (1) To achieve optimal mixing energy and time for a homogeneous cementitious material, (2) To characterize the homogeneity and flow property of the pastes, (3) To investigate effective methods for coating aggregate particles with cement slurry, (4) To study the effect of the two-stage mixing procedure on concrete properties, (5) To obtain the improved production rates. Parameters measured for Phase I included: heat of hydration, maturity, and rheology tests were performed on the fresh paste samples, and compressive strength, degree of hydration, and scanning electron microscope (SEM) imaging tests were conducted on the cured specimens. For Phases II and III tests included slump and air content on fresh concrete and compressive and tensile strengths, rapid air void analysis, and rapid chloride permeability on hardened concrete.

Business Organization and Coordination in Marketing Specialty Hogs: A Comparative Analysis of Two Firms from Iowa, November 2005

We study business organization and coordination of specialty-market hog production using a comparative analysis of two Iowa pork niche-marketing firms. We describe and analyze each firms management of five key organizational challenges: planning and logistics, quality assurance, process verication and management of �credence attributes,� business structure, and profit sharing. Although each firm is engaged in essentially the same activity, there are substantial differences across the two firms in the way production and marketing are coordinated. These differences are partly explained by the relative size and age of each firm, thus highlighting the importance of organizational evolution in agricultural markets, but are also partly the result of a formal organizational separation between marketing and production activities in one of the firm.

Cooperatives and Contracting in Agriculture: The Case of West Liberty Foods, October 2005

The West Liberty Foods turkey cooperative was formed in 1996 to purchase the assets and assume operations of Louis Rich Foods (an investor-owned processing rm), which, at the time, announced the imminent shutdown of its West Liberty, Iowa, processing facility. We study the creation and performance of this �new generation� cooperative using eld interviews with grower members and company management. We describe changes, before and after the buyout, in the contractual apparatus used for procuring live turkeys, and in the communication requirements, work expectations, and nancial positions of growers. During the private ownership period, most of the inputs (except labor and facilities) were provided by the rm; there was substantial supervision of the growers' actions; growers faced little price and production risk; and growers' equity was due largely to ownership of land and other farm assets. Our interviews reveal that, after cooperative formation, growers were exposed to considerable additional risk; monitoring of growers by the rm was less intensive; grower time and effort commitments to turkey production increased substantially; and a signicant fraction of rm (cooperative) equity came from growers' willingness to leverage their farm and personal assets (and hence indirectly their existing relationships with local lenders). We argue that some of these changes are consistent with a nancial contract where asset pledging and its corollary risk generate higher work effort by growers and a reduction in agency rents. These economies likely compensate for an organizational deadweight loss traditionally associated with cooperative governance.

Organization and Coordination of the Highway Planning Function in Iowa, HR-150, 1971

The Engineering Research Institute at Iowa State University studied the organization and procedures for highway planning by all levels of government and the coordination among various state agencies and local governments in Iowa. Study information was derived from interviews, questionnaires, and a review of the literature. Representatives from state transportation or highway organizations in all states responded to questionnaires. Additionally, selected upper and intermediate level personnel from highway organizations in seven other states were interviewed and a visit was made to one state transportation department. Within Iowa, employees were interviewed in the Highway Commission, Office for Planning and Programming, Development Commission, Commerce Commission, Conservation Commission, and Highway Patrol. Nearly 600 officials of local governments in Iowa contributed factual data and opinions through questionnaires and interviews. Private citizens and consultants also provided input to the investigation through their responses to questionnaires. Twelve recommendations to improve highway planning in Iowa were formulated as a result of this study.