Department of Administrative Services, Information Technology Enterprise, A Review of Selected Service Contracts, April 1, 1998 - June 30, 2003

Other Audit Reports - Special Report

State of Iowa Department of Administrative Services Human Resource Enterprise: Review of State Hiring Practices, April 30, 2007

The State of Iowa and the Hiring Practices Working Group commissioned this review of the State’s hiring practices in response to recent concerns about these practices involving racial discrimination claims against the Departments of Human Services, Transportation, and Iowa Workforce Development. The State of Iowa should be commended for undertaking this review. The State has a longstanding Affirmative Action Program and commitment to diversity – they instituted their Affirmative Action Program in 1973, and continue their commitment to its success by making the changes necessary to ensure the program is viable and sustainable. Iowa Department of Administrative Services In July 2003, the State created the Iowa Department of Administrative Services (DAS) as a way to manage and coordinate the major resources of state government. DAS provides human resource services through an entrepreneurial management model. Entrepreneurial management is a customer-focused approach to delivering services. The customer departments have input about what services and products they want from DAS and in turn DAS is funded by the customer departments through purchases of DAS services and products. DAS looks to offer new and additional services (for example recruitment support and coordination) to various customers on a fee-for-service basis. A customer council is charged with approving the DAS business plan, establishing the rate for services, and reviewing service delivery and complaints. Under this entrepreneurial model, human resource services are provided by DAS-HRE (Human Resources Enterprise) central staff, 12 DAS-HRE Personnel Officers located at the customer departments, and customer agency staff. The majority of the recruitment and hiring functions are done by the customer (hiring) departments and their staff. Applications for employment are submitted using the BrassRing system with applicants being qualified by DAS-HRE employees. Since the creation of Human Resources Enterprise, DAS-HRE has strived to provide human resource tools to the departments. The Screening Manual and the Supervisor’s Manual are just two examples of the resources created for the hiring departments. They also provide Supervisor Training for newly appointed supervisors. Larger departments have dedicated staff assigned to human resource activities. The staff at the departmental level may or may not have a human resources background. Iowa Population and Workforce The 2000 U.S. Census indicated that Iowa’s population was 2,926,324. According to this census, 92.6 percent of Iowa’s population identified their race as white (alone). The nonwhite alone or minority population (including Black or African American, Asian, Native Hawaiian or Pacific Islander, Hispanic or Latino, American Indian or Alaska Native, two or more races, or some other race) was 7.4 percent.

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.

Intercity Bus Route Evaluation for Statewide Planning, 1981

The goal of this research was to evaluate the needs of the intercity common carrier bus service in Iowa. Within the framework of the overall goal, the objectives were to: (1) Examine the detailed operating cost and revenue data of the intercity carriers in Iowa; (2) Develop a model or models to estimate demand in cities and corridors served by the bus industry; (3) Develop a cost function model for estimating a carrier's operating costs; (4) Establish the criteria to be used in assessing the need for changes in bus service; (5) Outline the procedures for estimating route operating costs and revenues and develop a matrix of community and social factors to be considered in evaluation; and (6) Present a case study to demonstrate the methodology. The results of the research are presented in the following chapters: (1) Introduction; (2) Intercity Bus Research and Development; (3) Operating Characteristics of Intercity Carriers in Iowa; (4) Commuter Carriers; (5) Passenger and Revenue Forecasting Models; (6) Operating Cost Relationships; (7) Social and General Welfare Aspects of Intercity Bus Service; (8) Case Study Analysis; and (9) Additional Service Considerations and Recommendations.

Service to Iowans Fiscal Year 2001 Annual Report, 2001

Annual Report for Iowa Workforce Development

Service to Iowans Fiscal Year 2002 Annual Report, 2002

Annual report for Iowa Workforce Development

ERPN Enterprise Resource Planning Newsletter, February 2001, Vol.1, no.1

Newsletter for Information Technology Department

ERPN, Enterprise Resource Planning Newsletter, March 2001, Vol.1, no.2

Newsletter for Information Technology Department

ERPN, Enterprise Resource Planning Newsletter, April 2001, Vol.1, no.3

Newsletter for Information Technology Department

ERPN, Enterprise Resource Planning Newsletter, July/August 2001, Vol.1, no.5

Newsletter for Information Tehcnology Department

ERPN, Enterprise Resource Planning Newsletter, May/June 2001, Vol.1, no.4

Newsletter for Information Technology Department

South Central Iowa Regional E-911 Service Board, June 30, 2002

Other Audit Reports

South Central Iowa Regional E-911 Service Board, June 30, 2002 and June 30, 2003

Other Audit Report

A Review of Service Contracts for Selected State Agencies

State Agency Audit Report

Iowa Commission on Volunteer Service Annual Report, 2003

2003 Annual Report Highlights