Executive Order Number Forty Eight, February 1994

Establish the Iowa Commission for National and Community Service

Executive Order Number Sixty Four, May 18, 1998

Amends Executive Order #48 only by changing the name from the Iowa Commission for National and Community Service to the Iowa Commission on Volunteer Service.

Unmet Needs SFY 2004 Final Report, February 2005

Despite the successes of the Senior Living Program and other efforts of the Iowa Aging Network, there continue to be documented unmet needs throughout the state, in part because of general fund budget reductions. These are needs identified for elderly Iowans that the community service networks are unable to meet. The sources for this data are interdisciplinary teams with the Case Management Program for the Frail Elderly (CMPFE) and service providers under contract with the Area Agencies on Aging.

Unmet Needs SFY 2005 Final Report Version 2 10/26/2005

Despite the successes of the Senior Living Program and other efforts of the Iowa Aging Network, there continue to be documented unmet needs throughout the state, in part because of general fund budget reductions. These are needs identified for elderly Iowans that the community service networks are unable to meet. The sources for this data are interdisciplinary teams with the Case Management Program for the Frail Elderly (CMPFE) and service providers under contract with the Area Agencies on Aging.

Unmet Needs SFY 2006 Final Report, October 2006

Despite the successes of the Senior Living Program and other efforts of the Iowa Aging Network, there continue to be documented unmet needs throughout the state, in part because of general fund budget reductions. These are needs identified for elderly Iowans that the community service networks are unable to meet. The sources for this data are interdisciplinary teams with the Case Management Program for the Frail Elderly (CMPFE) and service providers under contract with the Area Agencies on Aging.

Unmet Needs SFY 2007 Final Report, October 2007

Despite the successes of the Senior Living Program and other efforts of the Iowa Aging Network, there continue to be documented unmet needs throughout the state, in part because of general fund budget reductions. These are needs identified for elderly Iowans that the community service networks are unable to meet. The sources for this data are interdisciplinary teams with the Case Management Program for the Frail Elderly (CMPFE) and service providers under contract with the Area Agencies on Aging.

Unmet Needs Report, July 2006-June 2007

Despite the successes of the Senior Living Program and other efforts of the Iowa Aging Network, there continue to be documented unmet needs throughout the state, in part because of general fund budget reductions. These are needs identified for elderly Iowans that the community service networks are unable to meet. The sources for this data are interdisciplinary teams with the Case Management Program for the Frail Elderly (CMPFE) and service providers under contract with the Area Agencies on Aging. June 2007 Unmet Needs Report May 2007 Unmet Needs Report April 2007 Unmet Needs Report March 2007 Unmet Needs Report February 2007 Unmet Needs Report January 2007 Unmet Needs Report December 2006 Unmet Needs Report November 2006 Unmet Needs Report October 2006 Unmet Needs Report September 2006 Unmet Needs Report August 2006 Unmet Needs Report July 2006 Unmet Needs Report

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.

Iowa Cultural Leadership Partners 2013 Interview Highlights, September 2013

The Cultural Leadership Partners Program of the Iowa Arts Council and Iowa Department of Cultural Affairs (IAC/DCA) engages leaders in Iowa’s arts and cultural community that have demonstrated an exemplary record of programming and managerial excellence, as well as exceptional community service to the citizens of Iowa on a year-round basis. After a rigorous application process, organizations selected to become Cultural Leadership Partners (CLPs) receive annual operating support from IAC/DCA. This document will not only serve to communicate to CLPs what the IAC/DCA has learned from these conversations, but that it will act as a catalyst for further development of the program and inform how IAC/DCA can support, challenge, connect, and partner with Iowa’s leading arts and cultural institutions.

Report on a special investigation of the Food Service Department of the Springville Community School District for the period July 1, 2005 through March 31, 2009

Report on a special investigation of the Food Service Department of the Springville Community School District for the period July 1, 2005 through March 31, 2009

Project AWARE Sets New Records in 2015: 1,000 to Service, Friendships & Community

Project AWARE is the Iowa DNR's volunteer river cleanup.