Iowa Liquor Quarterly, August 2005

Quarterly publication produced by Iowa Alcholic Beverages Division, Department of Commerce

Iowa Liquor Quarterly, February 2003

Quarterly publication produced by Iowa Alcholic Beverages Division, Department of Commerce

Iowa Liquor Quarterly, May 2003

Quarterly publication produced by Iowa Alcholic Beverages Division, Department of Commerce

Iowa Liquor Quarterly, August 2003

Quarterly publication produced by Iowa Alcholic Beverages Division, Department of Commerce

Iowa Liquor Quarterly, November 2003

Quarterly publication produced by Iowa Alcholic Beverages Division, Department of Commerce

Iowa Liquor Quarterly, February 2004

Quarterly publication produced by Iowa Alcholic Beverages Division, Department of Commerce

Iowa Liquor Quarterly, May 2004

Quarterly publication produced by Iowa Alcholic Beverages Division, Department of Commerce

Iowa Liquor Quarterly, August 2004

Quarterly publication produced by Iowa Alcholic Beverages Division, Department of Commerce

Iowa Liquor Quarterly, November 2004

Quarterly publication produced by Iowa Alcholic Beverages Division, Department of Commerce

Iowa Liquor Quarterly, February 2005

Quarterly publication produced by Iowa Alcholic Beverages Division, Department of Commerce

Iowa Liquor Quarterly, May 2005

Quarterly publication produced by Iowa Alcholic Beverages Division, Department of Commerce

Welcoming New Iowans: A Guide for Managers and Supervisors; The Best Practices of Iowa Employers with Immigrants and efugees in the Workplace, 2002

This guidebook has been published by the University of Northern Iowa New Iowans Program to assist employers, managers and supervisors with the unique challenges associated with hiring, training and integrating immigrant and refugee workers. Its purpose is to promote proactive engagement of newcomer workers to assure the vitality of Iowa businesses. Successful integration of immigrants and refugees in our workplaces and communities is essential to insure Iowa’s long-term economic and social health. This book provides essential information for human resource directors, trainers, supervisors and others as they meet the challenges and rewards of hiring immigrants and refugees. Of course, no guidebook can provide simple solutions to complex issues in a great variety if workplaces. This is not a “cookbook” with recipes that provide easy answers to challenges facing every company and worker. All employers are unique and approach problems differently. What works in one company might not work as well in another.

Iowa Railroad Ties Newsletter, September 2005

Quarterly newsletter prepared by the Iowa Department of Transportation's Office of Rail Transportation.

Long-Range Goals for Iowa's Criminal& Junvenile Justice Systems, 2005

The attached plan builds upon work done over the last decade. The first plan developed after the creation of the Division of Criminal and Juvenile Justice Planning in 1986 was issued in 1990 and annually updated through 1994. Since 1992, the CJJPAC has been required to coordinate their planning activities with those of the Iowa Juvenile Justice Advisory Council (JJAC). In 1995, these two councils developed a new plan consisting of a set of long-range justice system goals to assist policy makers and justice system practitioners as they plan and operate the justice system through the next twenty years. The statutory mandate for such long-range planning required the identification of goals specific enough to provide guidance, but broad enough to be of relevance over a long period of time. The long-range goals adopted by these councils in 1995 covered a wide variety of topics and offered a framework within which current practices could be defined and assessed. Collectively, these long-range goals were meant to provide a single source of direction to the complex assortment of practitioners and policymakers whose individual concerns and decisions collectively define the nature and effectiveness of Iowa’s justice system. The twenty-year goals established in 1995 were reviewed by the councils in 2000 to assess their current relevance. It was determined that, with a few revisions, the goals established in 1995 should be restated in 2000 with a renewed emphasis on their long-range status. This plan builds upon those issued in 1995 and 2000, continuing much of the emphasis of plans, with some new directions charted as appropriate.

Iowa Developments, September 2005

Business information from the Iowa Department of Economic Development.