Iowa Veterans Home Agency Performance Plan, 2005

Annual Report, Agency Performance Plan

Iowa Veterans Home Agency Performance Plan 2004

Annual Report, Agency Performance Plan

Motifs des commissaires pour adopter le plan de municipalité qu'ils ont présenté à l'assemblée générale des représentants de la Commune, lus à l'assemblée générale, par J.-P. Brissot de Warville.... suivis du projet du plan de la municipalité

Comprend : Projet du plan de municipalité de la ville de Paris

Iowa Department of Administrative Services Agency Performance Plan, FY 2004

Agency Performance Plan

Iowa Department for the Blind Performance Plan, FY 2004

Agency Performance Plan

Iowa Department for the Blind Performance Plan, FY 2005

Agency Performance Plan

Iowa Civil Rights Commission Preformance Plan, FY 2004

Agency Performance Plan

Iowa Civil Rights Commission Preformance Plan, FY 2005

Agency Performance Plan

Plan de la ville de Marseille : de ses faubourgs et bastides : Avec les plans détaillés de son lazaret, principaux monuments, édifices et endroits remarquables, donnant tous les changements qui ont eu lieu jusqu'à l'année 1839 / Vicq, grav. édit.

Échelle(s) : [ca 1:7 150], échelle de 600 mètres [= 8,4 cm]

Plan de Genève / Dressé par Ch. Avril

Échelle(s) : [1:5 000], échelle d'1 pour 5000

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.

Plan de la partie de la route dép[artementa]le n°4 d'Ambérieux à Belley depuis la maison Thermet jusqu'au sommet de la rampe de la Darde, de la rivière de Furand et du coteau boisé et hautiné qui sépare la vallée de Furand d'avec la gorge de la Darde : Département de l'Ain : Arrondissement de Belley / Dressé par Mr Marchand, conducteur au corps royal des ponts et chaussées à Belley (Ain)

Échelle(s) : 1:2 500

Iowa Criminal and Juvenile Justice Plan 2006 Update

This report discusses a number of topics and presents data and other information in response to Iowa Code Section 216A.135’s mandate for an annual Plan Update. It was prepared as an edocument and relies mainly on links to other documents which, when combined, make up the complete report. The outline that follows names the issues being presented this year by the CJJPAC and is both a table of contents and a “site-map” for the report.

Watershed Improvement Review Board Annual Report, 2005

The Iowa Watershed Improvement Review Board was created by the Iowa Legislature and signed into law by the Governor in 2005 as Senate File 200. This statute is now codified in Iowa Code Chapter 466A. The fifteen-member board was appointed with the initial meeting being held August 22, 2005. Subsequent Board meetings were held October 10, December 2, and December 19. Attachment 1 lists the board members and their organization affiliation. The Board created a five-member subcommittee to develop and submit to the Board the Request for Applications (RFA) documents and procedural guidelines. These RFA documents were approved as modified on October 10, 2005.