Department of Public Defense: Iowa Homeland Security and Emergency Management Division, FY2012

Agency Performance Report

Audit report on the Iowa Federal Family Education Loan Program Division, a Division of the Iowa College Student Aid Commission, for the year ended June 30, 2013

Audit report on the Iowa Federal Family Education Loan Program Division, a Division of the Iowa College Student Aid Commission, for the year ended June 30, 2013

Iowa Department of Commerce, Iowa Credit Union Division Performance Report, FY 2013

Agency Performance Report

Evolution of self-organized division of labor in a response threshold model.

Division of labor in social insects is determinant to their ecological success. Recent models emphasize that division of labor is an emergent property of the interactions among nestmates obeying to simple behavioral rules. However, the role of evolution in shaping these rules has been largely neglected. Here, we investigate a model that integrates the perspectives of self-organization and evolution. Our point of departure is the response threshold model, where we allow thresholds to evolve. We ask whether the thresholds will evolve to a state where division of labor emerges in a form that fits the needs of the colony. We find that division of labor can indeed evolve through the evolutionary branching of thresholds, leading to workers that differ in their tendency to take on a given task. However, the conditions under which division of labor evolves depend on the strength of selection on the two fitness components considered: amount of work performed and on worker distribution over tasks. When selection is strongest on the amount of work performed, division of labor evolves if switching tasks is costly. When selection is strongest on worker distribution, division of labor is less likely to evolve. Furthermore, we show that a biased distribution (like 3:1) of workers over tasks is not easily achievable by a threshold mechanism, even under strong selection. Contrary to expectation, multiple matings of colony foundresses impede the evolution of specialization. Overall, our model sheds light on the importance of considering the interaction between specific mechanisms and ecological requirements to better understand the evolutionary scenarios that lead to division of labor in complex systems. ELECTRONIC SUPPLEMENTARY MATERIAL: The online version of this article (doi:10.1007/s00265-012-1343-2) contains supplementary material, which is available to authorized users.

Department of Commerce - Alcoholic Beverages Division Performance Plan, FY 2013

Agency Performance Plan, Department of Commerce - Alcoholic Beverages Division

Iowa Department of Commerce Insurance Division, Agency Performance Plan, 2013

Annual Report, Agency Performance Plan

Iowa Homeland Security & Emergency Management Division Performance Report, FY2013

Agency Performance Report

Department of Human Rights Division of Central Administration Performance Plan, FY2005

This report provides valuable information about Central Administration’s coordination and provision of quality administrative, personnel, and financial services for all DHR divisions. Information is being provided in accordance with the Accountable Government Act to improve decision-making and increase accountability to stakeholders and citizens of Iowa. This report includes performance information for the division’s core function - resource management. The two services, products, and activities provided by the division – financial services and human resources services - also are reviewed. The division is comprised of seven full-time employees. The division’s FY2005 operating budget was $ 604,888 of which $292,660 was from the State General Fund. The additional $ 312,228 was received via intra-state transfers from the non-state funded programs administered by the Department of Human Rights. Central Administration oversaw expenditures of $ 66,868,806 for the entire department, and coordinated the personnel and payroll transactions of 56 FTEs. As we review the results from this year’s report we will continue to refine how we measure our successes and modify plans to improve results.

Iowa Alcoholic Beverages Division, Strategic Plan, 2003 (adopted October 2003

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

Iowa Credit Union Division, Strategic Plan, 2012

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

Iowa Division of Banking, Strategic Plan, 2012-2016

This report outlines the strategic plan for Iowa Division of banking including, goals and mission.

Iowa Insurance Division Strategic Plan, FY2013

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

Department of Commerce - Alcoholic Beverages Division Performance Plan, FY 2014

Agency Performance Plan, Department of Commerce - Alcoholic Beverages Division

Department of Commerce - Division of Banking Performance Plan, FY 2014

Agency Performance Plan, Department of Commerce - Division of Banking

Department of Commerce - Credit Union Division Performance Plan, FY 2014

Agency Performance Plan, Department of Commerce - Credit Union Division