Governor's Office of Drug Control Policy Five-Year Strategic Plan July 1, 2003-June 30, 2008

The Office of the Drug Policy Coordinator is established in Chapter 80E of the Code of Iowa. The Coordinator directs the Governor’s Office of Drug Control Policy; coordinates and monitors all statewide counter-drug efforts, substance abuse treatment grants and programs, and substance abuse prevention and education programs; and engages in other related activities involving the Departments of public safety, corrections, education, public health, and human services. The coordinator assists in the development of local and community strategies to fight substance abuse, including local law enforcement, education, and treatment activities. The Drug Policy Coordinator serves as chairperson to the Drug Policy Advisory Council. The council includes the directors of the departments of corrections, education, public health, public safety, human services, division of criminal and juvenile justice planning, and human rights. The Council also consists of a prosecuting attorney, substance abuse treatment specialist, substance abuse prevention specialist, substance abuse treatment program director, judge, and one representative each from the Iowa Association of Chiefs of Police and Peace Officers, the Iowa State Police Association, and the Iowa State Sheriff’s and Deputies’ Association. Council members are appointed by the Governor and confirmed by the Senate. The council makes policy recommendations related to substance abuse education, prevention, and treatment, and drug enforcement. The Council and the Coordinator oversee the development and implementation of a comprehensive State of Iowa Drug Control Strategy. The Office of Drug Control Policy administers federal grant programs to improve the criminal justice system by supporting drug enforcement, substance abuse prevention and offender treatment programs across the state. The ODCP prepares and submits the Iowa Drug and Violent Crime Control Strategy to the U.S. Department of Justice, with recommendations from the Drug Policy Advisory Council. The ODCP also provides program and fiscal technical assistance to state and local agencies, as well as program evaluation and grants management.

Iowa Department of Corrections, Strategic Plan 2006-2007, December 2005

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

Iowa Department of Corrections, Strategic Plan 2007-2008, December 2006

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

Strategic Adaptation in Function of Chronicity of Schizophrenic Symptoms During A Fluency Task: An fMRI Study

Background: Language processing abnormalities and executive difficulties are hallmark features of schizophrenia. The objective of this study is to assess the blood oxygenation level-dependent (BOLD) response at two different stages of the illness (i.e. comparison between adolescents and adults with schizophrenic symptoms) during a fluency task.Methods: BOLD responses during a covert verbal fluency task were compared between 11 psychotic adolescents with schizophrenic symptoms (mean age 16,9 years) and 14 adults with schizophrenia (mean age 33,4 years). fMRI data were analyzed with standard routine of spm5.Results: First, expected activation's network was found for both groups, separately. Secondly, adolescents showed greater activation in left rolandic opercule (BA 48), left angular (BA 39) and right hippocampus compared to adults. Thirdly, adults demonstrated greater activation in presupplementary motor area (BA 6) and in precentral area (BA 4) compared to adolescents.Conclusions: The adolescents seemed to recruit a verbal network (Broca and Wernicke) and memory abilities to perform a fluency task. In contrast, adults seemed to recruit more executive function abilities to perform a similar task. Despite the evolution of schizophrenia, which is known to have a deleterious influence on the prefrontal cortex development, adult patients seemed to be able to recruit such areas to perform a verbal fluency / executive function task.

Prevalence, awareness and treatment of type 2 diabetes mellitus in Switzerland : the COLAUS study

Le diabète de type 2 (DT2) a une prévalence élevée dans les pays industrialisés, et on s'attend à une augmentation dans les années à venir en raison du vieillissement de la population ainsi que des modifications du mode de vie. Il existe malheureusement peu de données épidémiologiques sur la prévalence et la prise en charge du diabète en Suisse. Les objectifs de cette étude étaient donc 1) évaluer la prévalence du DT2 dans une cohorte lausannoise ; 2) caractériser la prise en charge des patients atteints de DT2, et 3) identifier les facteurs associés à la prévalence, la connaissance par les patients de leur maladie et le traitement du DT2. Pour ce faire, 6181 sujets (3246 femmes), âgés de 35 à 75 ans et vivant à Lausanne ont été inclus dans l'étude. La prévalence totale du DT2 était de 6.3% (intervalle de confiance à 95%: 5.7-7.0%), une valeur comparable à celle des pays avoisinants. La prévalence était plus élevée chez les hommes que chez les femmes (9.1% contre 3.8%, p<0.001), et augmentait avec l'âge. Deux tiers des patients avec DT2 (65.3% ; 60.4-70.0%) avaient connaissance de leur situation, et plus de trois-quarts d'entre eux étaient traités. Les hommes étaient plus fréquemment traités que les femmes (91.3% contre 75.9%, p<0.001). La plupart des patients suivait une monothérapie (majoritairement par biguanides). Parmi les sujets avec une thérapie multiple, une prévalence plus élevée de glycémie à jeun >7 mmol/1 était présente. L'analyse multivariée a montré que le sexe masculin, l'âge croissant et un indice de masse corporelle élevé étaient associés à une plus grande prévalence du DT2, alors qu'aucune association n'a été trouvée pour l'activité physique et la consommation d'alcool. Parmi les sujets atteints de DT2, l'âge croissant était positivement associé à la connaissance du diabète, de même que l'âge croissant et le sexe masculin étaient associés à une plus grande prévalence du traitement. Le faible taux de connaissance de diabète pourrait être dû à un manque de dépistage par les médecins de premier recours. La présence d'autres facteurs de risque cardiovasculaire devrait inciter les médecins à un dépistage du diabète pour obtenir un meilleur profil de risque. Cette étude a des limitations. D'abord, aucune mesure de l'hémoglobine glyquée n'a été mesurée, et par conséquent la détermination de la prise en charge uniquement par la glycémie à jeun peut être difficile. Ensuite, le taux de participation était bas et pourrait limiter l'interprétation des résultats ; néanmoins, il est comparable à celui d'autres études effectuées dans les pays occidentaux. Il existe peu de données épidémiologiques du DT2 en Suisse, cette étude permet donc d'évaluer la situation actuelle et de déterminer la prévalence et la prise en charge du diabète à Lausanne à travers la cohorte CoLaus. Une telle étude a par conséquent son importance dans le contexte actuel, au vu du vieillissement de la population et de l'augmentation des facteurs de risque cardio-vasculaires.

Iowa Department of Elder Affairs Strategic Plan, 2013-2014

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

Iowa Board of Parole Strategic Plan 2012-2013

This report outlines the strategic plan for Iowa Board of Parole Strategic Plan 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 Department of Cultural Affairs, Strategic Plan 2012-2015

The Department of Cultural Affairs was created in the state government reorganization in 1986. The department’s two divisions, the Iowa Arts Council and the State Historical Society (SHSI) have a much longer history of service to Iowans. With such a rich history, it is fitting that the Department of Cultural Affairs calls the State Historical Museum home, a facility which collects, preserves and showcases Iowa’s treasures that itself can trace its roots in state government back 120 years. Generations of Iowans have been touched by the programs and services provided through this department. Though organized as one department, the DCA has never undergone strategic planning as a single, cohesive organization. With a desire to move forward as a stronger, more unified entity, a departmentwide strategic planning process becomes critical to future success as the department continues to better assess its resources and expertise internally, while ensuring it is focused on the common goal of leveraging cultural resources across the state of Iowa.

Iowa Department of Natural Resources, Strategic Plan, FY2012-2015

This report outlines the strategic plan for Iowa Department of Natural Resources, goals and mission.

Iowa Department of Management, Strategic Plan, 2012-2015

This report outlines the strategic plan for Department of Management, goals and mission.

Iowa National Guard Office of the Adjutant General Strategic Plan, 2008

This report outlines the strategic plan for Iowa National Guard Office of the Adjutant General, goals and mission.

Iowa Department of Human Rights Strategic Plan, 2012-2014

The Iowa Department for Human Rights Strategic Plan.

Iowa Department of Inspections and Appeals, Strategic Plan 2012-2014

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

Iowa Department of Transportation Strategic Plan, 2012-2013

To provide safe and modern transportation systems and services to individuals who travel in Iowa, the Iowa Department of Transportation has identified three broad-based and far-reaching strategic goals: accessibility, responsiveness and accountability. These goals are outlined in this plan, which is aligned with the Accountable Government Act. In addition, the plan specifically addresses strategic needs to serve our customers, and to respond to trends of a growing population and the ever changing need to enhance and expand Iowa's transportation systems. This plan is a living document, and therefore, will be updated periodically.