Central Valley basin, California water resources development program, Bureau of Reclamation, Department of the Interior, and Corps of Engineers (civil functions) Department of the Army, for the fiscal year ended June 30, 1956,

Mode of access: Internet.

Department of Fish and Game, Sacramento, California; report on survey. Report to the Joint Legislative Budget Committee.

Mode of access: Internet.

Bulletin of the Department of Geology of the University of California.

Title from cover.

Biennial report of the California State Department of Education ... for the school years ending June 30, ... and June 30, ...

Includes report of the State Board of Education.

Monthly bulletin of the Department of Agriculture, State of California.

Title from cover.

Kings River project in California. Letter from the Secretary of the Interior transmitting pursuant to law, a report of the Bureau of Reclamation, Department of the Interior, dated January 23, 1940, on an investigation of the Kings River project in California.

Referred to the Committee on Irrigation and Reclamation and ordered printed February 12, and June 20, 1940.

Department of the Interior : final environmental impact statement : preliminary wilderness recommendations for the central California area /

"BLM CA ES 87 001 8500"--P. v.

Products and Services Purchased From Iowa Prison Industries, Iowa Departation of Transportation, October 29, 2002

Items purchased from Iowa Prison Industries for Iowa Departation of Transportation

GO! Explore the World of Transportation, January - February 2007

Newsletter produced by the Iowa Department of Transport.

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.

Iowa Department of Transportation’s summary of project status for infrastructure projects

Per legislative requirement, attached is the Iowa Department of Transportation’s summary of project status for infrastructure projects that have been appropriated revenue from various funds including Rebuild Iowa Infrastructure, Health Restricted Capitals, Bridge Safety, Revenue Bonds Capitals, and Revenue Bonds Capitals II. Although a status report for the Bridge Safety Fund was already submitted to the directors of LSA and DOM, a status report on those projects is also included within this attachment for consistency with last year’s reporting. In addition, per request from LSA, status reports for the FY 2011 passenger rail appropriation from the Underground Storage Tank Fund and the FY 2010 Commercial Service Vertical Infrastructure appropriation from the General Fund are also listed in this report.

Evaluation of Fly Ash in Portland Cement Concrete Paving in Woodbury County, Iowa, HR-201, Construction Report, 1979

The earliest overall comprehensive work on the use of fly ash in concrete was reported by Davis and Associates of the University of California in 1937. Since that time there have been numerous applications of the use and varying proportions of fly ash in portland cement concrete mixes. Fly ash is a pozzolanic powdery by-product of the coal combustion process which is recovered from flue gases and is generally associated with electric power generating plants. Environmental regulations enacted in recent years have required that fly ash be removed from the flue gases to maintain clean air standards. This has resulted in an increased volume of high quality fly ash that is considered a waste product or a by-product that can be utilized in products such as portland cement concrete. There are several sources of the high quality fly ash located in Iowa currently producing a combined total of 281,000 tons of material annually. Due to recent cement shortages and the rapidly increasing highway construction costs, the Iowa Department of Transportation has become interested in utilizing fly ash in portland cement concrete paving mixes. A preliminary review of the Iowa Department of Transportation Materials Laboratory study indicates that a substitution of fly ash for portland cement, within limits, is ·not detrimental to the overall concrete quality. Also the use of fly ash in concrete would reduce the cement consumption as well as provide a potential cost savings in areas where high quality fly ash is available without excessive transportation costs. The previously expressed concerns have shown the need for a research project to develop our knowledge of fly ash replacement in the Iowa Department of Transportation portland cement concrete paving mixes.

The Governor's Blue Ribbon Transportation Task Force: Implementation Report for Maximizing the Efficient Use of Iowa's Road Use Tax Fund, 1998

This report documents the Iowa Department of Transportation's accomplishments and ongoing efforts in response to 39 recommendations proposed by the Governor's Blue Ribbon Transportation Task Force at the end of 1995. Governor Terry Branstad challenged the Task Force to "maximize the benefits of each dollar spent from the Road Use Tax Fund."

Total Cost of Transportation Analysis of Road and Highway Issues, HR-388, 2002

In the administration, planning, design, and maintenance of road systems, transportation professionals often need to choose between alternatives, justify decisions, evaluate tradeoffs, determine how much to spend, set priorities, assess how well the network meets traveler needs, and communicate the basis for their actions to others. A variety of technical guidelines, tools, and methods have been developed to help with these activities. Such work aids include design criteria guidelines, design exception analysis methods, needs studies, revenue allocation schemes, regional planning guides, designation of minimum standards, sufficiency ratings, management systems, point based systems to determine eligibility for paving, functional classification, and bridge ratings. While such tools play valuable roles, they also manifest a number of deficiencies and are poorly integrated. Design guides tell what solutions MAY be used, they aren't oriented towards helping find which one SHOULD be used. Design exception methods help justify deviation from design guide requirements but omit consideration of important factors. Resource distribution is too often based on dividing up what's available rather than helping determine how much should be spent. Point systems serve well as procedural tools but are employed primarily to justify decisions that have already been made. In addition, the tools aren't very scalable: a system level method of analysis seldom works at the project level and vice versa. In conjunction with the issues cited above, the operation and financing of the road and highway system is often the subject of criticisms that raise fundamental questions: What is the best way to determine how much money should be spent on a city or a county's road network? Is the size and quality of the rural road system appropriate? Is too much or too little money spent on road work? What parts of the system should be upgraded and in what sequence? Do truckers receive a hidden subsidy from other motorists? Do transportation professions evaluate road situations from too narrow of a perspective? In considering the issues and questions the author concluded that it would be of value if one could identify and develop a new method that would overcome the shortcomings of existing methods, be scalable, be capable of being understood by the general public, and utilize a broad viewpoint. After trying out a number of concepts, it appeared that a good approach would be to view the road network as a sub-component of a much larger system that also includes vehicles, people, goods-in-transit, and all the ancillary items needed to make the system function. Highway investment decisions could then be made on the basis of how they affect the total cost of operating the total system. A concept, named the "Total Cost of Transportation" method, was then developed and tested. The concept rests on four key principles: 1) that roads are but one sub-system of a much larger 'Road Based Transportation System', 2) that the size and activity level of the overall system are determined by market forces, 3) that the sum of everything expended, consumed, given up, or permanently reserved in building the system and generating the activity that results from the market forces represents the total cost of transportation, and 4) that the economic purpose of making road improvements is to minimize that total cost. To test the practical value of the theory, a special database and spreadsheet model of Iowa's county road network was developed. This involved creating a physical model to represent the size, characteristics, activity levels, and the rates at which the activities take place, developing a companion economic cost model, then using the two in tandem to explore a variety of issues. Ultimately, the theory and model proved capable of being used in full system, partial system, single segment, project, and general design guide levels of analysis. The method appeared to be capable of remedying many of the existing work method defects and to answer society's transportation questions from a new perspective.