Department of Administrative Services Strategic Plan, 2008-2011

This report outlines the strategic plan for Department of Administrative Services, including, motto, goals and mission.

Audit report on Wave 2 of the Phase II Strategic Sourcing Initiative implemented by the Department of Administrative Services

Audit report on Wave 2 of the Phase II Strategic Sourcing Initiative implemented by the Department of Administrative Services

Strategic ambiguity in electoral competition

Many have observed that political candidates running for election areoften purposefully expressing themselves in vague and ambiguous terms. In thispaper we provide a simple formal model of this phenomenon. We model theelectoral competition between two candidates as a two--stage game. In thefirst stage of the game two candidates simultaneously choose their ideologies,and in the second stage they simultaneously choose their level of ambiguity.Our results show that ambiguity, although disliked by voters, may be sustainedin equilibrium. The introduction of ambiguity as a strategic choice variablefor the candidates can also serve to explain why candidates with the sameelectoral objectives end up ``separating'', that is, assuming different ideological positions.

On forward induction and evolutionary and strategic stability

We analyze which normal form solution concepts capture the notion offorward induction, as defined by van Damme (JET, 1989) in the classof generic two player normal form games preceded by an outsideoption. We find that none of the known strategic stability concepts(including Mertens stable sets and hyperstable sets) captures this form of forward induction. On the other hand, we show that the evolutionary concept of EES set (Swinkels, JET, 1992) is always consistent with forward induction.

Health investment complementarities under competing risks

Applying the competing--risks model to multi--cause mortality,this paper provides a theoretical and empirical investigation of the positive complementarities that occur between disease--specific policy interventions. We argue that since an individual cannot die twice, competing risks imply that individuals will not waste resources on causes that are not the most immediate, but will make health investments so as to equalize cause--specific mortality. However, equal mortality risk from a variety of diseases does not imply that disease--specific public health interventions are a waste. Rather, a cause--specific intervention produces spillovers to other disease risks, so that the overall reduction in mortality will generally be larger than the direct effect measured on the targeted disease. The assumption that mortality from non--targeted diseases remains the same after a cause--specific intervention under--estimates the true effect of such programs, since the background mortality is also altered as a result of intervention. Analyzing data from one of the most important public health programs ever introduced, the Expanded Program on Immunization (EPI) of the United Nations, we find evidence for the existence of such complementarities, involving causes that are not biomedically, but behaviorally, linked.

Iowa Department of Corrections, Strategic Plan 2008-2012, October 2008

This report outlines the strategic plan for Iowa Department of Corrections including,goals and mission.

Commission and Division on the Status of Iowans of Asian and Pacific Islander Heritage 2007-2010 Strategic Plan, 2007

This report outlines the strategic plan for Commission and Division on the Status of Iowans of Asian and Pacific Islander Heritage (CAPI) 2007-2010 Strategic Plan including,goals and mission.

Iowa Civil Rights Commission Strategic Plan 2005-2006

This report outlines the strategic plan for Iowa Civil Rights Commission Strategic Plan 2005-2006 including,goals and mission.

Iowa College Student Aid Commission Strategic Plan 2006-2009

This report outlines the strategic plan for Iowa College Student Aid Commissions including,goals and mission.

Iowa Alcoholic Beverages Division, Strategic Plan, 2003

This report outlines the strategic plan for Iowa Alcoholic Beverages Division including, goals and mission.

Iowa Utilities Board, Strategic Plan, 2008

This report outlines the strategic plan for Iowa Utilities Board including, goals and mission.

Iowa Commercial Banking, Strategic Plan, 2003

This report outlines the strategic plan for Iowa Alcoholic Beverages Division including, goals and mission.

Iowa Credit Union Division, Strategic Plan, 2008

This report outlines the strategic plan for Credit Union Division including, goals and mission.

Iowa Department of Cultural Affairs, Strategic Plan 2008-2011, 2008

This report outlines the strategic plan for Iowa Department of Cultural Affairs, goals and mission.

Iowa Department of Inspections and Appeals, Strategic Plan 2008-2011, 2008

This report outlines the strategic plan for Iowa Department of Inspections and Appeals, goals and mission.