Health Development Agency Delivery Plan 2003-06

This plan sets out the contribution the Health Development Agency (HDA) aims to make over the next three years to the cross-government objective of improving public health and reducing health inequalities. It reflects clear guidance given to the HDA by the minister for public health following the HDA۪s 2002 accountability review. The result is a smaller number of longer-term programmes fosused on four key delivery priorities: ۢ Underlying determinants of health ۢ The big killers coronary heart disease and cancer ۢ Children and young people ۢ Vulnerable adults

National Youth Work Development Plan 2003-2007

Irish society today is dramatically different from the one in which youth work services were first provided on a spontaneous and philanthropic basis more than one hundred years ago. At no time has the process of change been more striking than in the last ten to fifteen years. At least four major types of recent change, all clearly interrelated, can be identified: economic, political, technological and cultural. A further important aspect of cultural change in Ireland has been the continuing trend towards urbanisation, and the corresponding impact, largely negative, on rural communities. Particularly significant in the context of a Development Plan for Youth Work is the migration of young people away from rural areas to study or work, with most of them unlikely to return on a permanent basis. This, along with the rapid reduction in farm holdings and other changes in the countryside, has profound sociological and psychological repercussions for rural Ireland and indeed for Irish society as a whole. For young people living in rural areas the challenge is to provide youth work opportunities which are specially tailored to their needs and which take account of the ways in which their circumstances (e.g. regarding transport and access) are different from those of their urban peers

Serving Iowa Youth and Families with a Youth Development Approach : JJDP Act Formula Grant Application and Three-Year Comprehensive Plan

This report is Iowa’s Three-Year Plan, which serves as the application for federal Juvenile Justice and Delinquency Prevention Act formula grant funding (JJDP Act). The Division of Criminal and Juvenile Justice Planning (CJJP) wrote Iowa’s Three-Year Plan. CJJP is the state agency responsible for administering the JJDP Act in Iowa. Federal officials refer to state administering agencies as the state planning agency (SPA). The Plan was developed and approved by Iowa’s Juvenile Justice Advisory Council. That Council assists with administration of the JJDP Act, and also provides guidance and direction to the SPA, the Governor and the legislature regarding juvenile justice issues in Iowa. Federal officials refer to such state level groups as state advisory groups (SAG’s). The acronyms SPA and SAG are used through this report.

Iowa Department of Economic Development, Agency Performance Plan

Annual Report, Agency Performance Plan

Department of Commerce - Alcoholic Beverages Division, Agency Performance Plan

Annual Report, Agency Performance Plan

Iowa Workforce Development Agency Performance Plan

Agency Performance Plan

2000 Consolidated Plan, November 1999

Report produced by Community Development, part of Iowa Economic Development

Strategic Plan Iowa Workforce Development October, 2004

For the 2004 strategic planning process at Iowa Workforce Development, Director Richard Running asked for as much input from all staff as possible. As a result, planning staff designed an extensive process to gather input over about a three month period during the late spring and summer: • A Guide to Staff Involvement was drafted and distributed to staff in offices throughout the state. This guide provided a brief explanation of the planning process and quoted extensively from the Vilsack/Pederson Leadership Agenda and the 2003 IWD strategic plan to illustrate each step and to show examples of alignment. The guide also provided suggestions for staff in various locations and work units to conduct their own planning sessions. The structure was designed to solicit feedback regarding elements (vision, mission, guiding principles, goals and strategies) of the existing 2003 plan. Particular attention was devoted to securing non-management staff’s perspective during the internal and external assessment exercises. • Several local offices did conduct their own structured input sessions following the suggested guidelines and sent the results to planning staff in the central administrative offices. • Other work units in many locations opted to ask planning staff to facilitate planning sessions for them. The results of these sessions were also gathered by planning staff. In all, dozens of input sessions were held and hundreds of IWD staff participated directly in the process. Because all the sessions followed similar guidelines, it was relatively easy to combine all of the input received and spot common themes that surfaced from the many sessions. A composite of all the flip chart notes was compiled into one large document (for those who like lots of detail) and another document summarized the key themes that emerged. This information was used in a day-long planning retreat on August 20. Management staff members from throughout the department were invited and each work unit and sub-state region also brought a non-management staff person as well. This group reviewed the themes from the earlier sessions and then addressed each element of the 2003 plan, proposing refinements for almost all sections. Subsequently, senior management reviewed the results of the retreat and made the final decisions for the new 2004 plan. This thorough approach, with its special emphasis on input from line staff, did result in some significant changes to IWD’s plan. Local office staff, for example, consistently expressed the need to step up our marketing efforts, especially with employers. Another need that was expressed clearly and often was the need to beef up staff training efforts, much of the capacity for which had been lost in budget and staff reductions a few years ago. Neither of these issues is new, but the degree of concern expressed by IWD staff has caused us to elevate their importance in this year’s plan.

Consolidated Plan for Housing and Community Development: Annual Performance Report, 2007

This document is the State of Iowa's Annual Performance Report (APR) for the period beginning January 1, 2006 and ending December 31, 2006 (Program Year 2006). This report is intended to fulfill the U.S. Department of Housing and Urban Development (HUD) requirements that require the state to annually review and report the progress made in carrying out its Consolidated Plan for Housing and Community Development. This report, and the supplemental documentation included with it, replaces several year end reports submitted individually in the past.

Department of Commerce - Alcoholic Beverages Division, Agency Performance Plan, 2007

Annual Report, Agency Performance Plan

Iowa Department of Economic Development, Agency Performance Plan, 2007

Annual Report, Agency Performance Plan

Improving Transition Outcomes: State Transition Plan: Iowa's Youth Development Strategic Plan 2007-2010 developed by the Iowa Collaboration for Youth Development team

Iowa's youth development plan for fulfilling Iowa's Promise.

Iowa Capital Complex Master Plan, April 19, 2000

This document provides design and stratagies for the capital complex. Also for future physical development of the complex.

Iowa Department of Economic Development Performance Plan, FY 2009

Agency Performance Plan, Iowa Department of Economic Development

Iowa Workforce Development Revenue Performance Plan, FY 2009

Agency Performance Plan, Iowa Workforce Development