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Hacia un modelo de análisis de políticas públicas operativ : Un enfoque basado en los actores, sus recursos y las instituciones

Towards an operative analysis of public policies: An approach focused on actors, resources and institutions. This article develops an analytical model which is centred on the individual and collective behaviour of actors involved during different stages of public policy. We postulate that the content and institutional characteristics of public action (dependent variable) are the result of interactions between political-administrative authorities, on the one hand, and, on the other, social groups which cause or suffer the negative effects of a collective problem which public action attempts to resolve (independent variables). The 'game' of the actors depends not only on their particular interests, but also on their resources (money, time, consensus, organization, rights, infrastructure, information, personnel, strength, political support) which they are able to exploit to defend their positions, as well as on the institutional rules which frame these policy games.

Working with Persons with Disabilities: Title I of The Americans with Disabilities Act: A Guide for State Supervisors and Managers, 2003

What are a supervisor’s responsibilities when it comes to interviewing, hiring, and retaining persons with disabilities? First and foremost, do not discriminate against persons with disabilities. What this means is that you are required to provide the same level of employment consideration and supervision for a disabled employee that you would for an able-bodied employee. No more – no less. State of Iowa management personnel must be proactive with regard to Title I of the Americans with Disabilities Act, and managers and supervisory personnel should have an operational knowledge of the significant aspects of The Americans with Disabilities Act. This manual is for Iowa management personnel to use.

Epidemiologic study of low back pain in 1398 Swiss conscripts between 1985 and 1992.

The two objectives of this study, based on a sample of 1398 Swiss army conscripts born in 1966 who participated in a first study in 1985, were to measure the prevalence of low back pain (LBP) at age 26 years and its incidence between 19 and 26 years and to analyze the relationship between LBP and occupational, nonoccupational, or physical risk factors. The lifetime prevalence of LBP at age 26 was 69.1% and the incidence of LBP between 19 and 26, 44.7%. A history of LBP or a pathological physical examination result at age 19 did not predict the prevalence or the incidence at age 26. Standing, twisting, vibration, and heavy work were significantly associated with chronic LBP and/or the 1-year prevalence of LBP at age 26 (P < 0.05). The evolution of sport and leisure-time activities from age 19 to 26 did not differ between people with or without LBP. The ergonomic organization of the workplace should represent a major element of future strategies to prevent LBP.

External technology sources: Embodied or disembodied technology acquisition

This paper analyzes the choice between different innovationactivities of a firm. In particular, we study the technologyacquisition decision of the firm, i.e. its technology BUYdecision as part of the firm's innovation strategy. We take a closer look at the different types of external technologyacquisition where we distinguish two broad types of technologybuy decisions. On the one hand, the firm can acquire new technology which is embodied in an asset that is acquired suchas new personnel or (parts of) other firms or equipment. On the other hand, the firm can obtain new technology disembodiedthrough a licensing agreement or by outsourcing the technologydevelopment from an R&D contractor or consulting agency. Through a series of Probit regressions, we discuss variables that might affect external technology acquisition choices of the firm andpay special attention to the firm's abilities to scan the market for technology and to absorb the technology acquired. Furthermore, we analyze the effect of different appropriationregimes on the decision of the firm to source technology.

Evaluation of Soybean Varieties Resistant to Soybean Cyst Nematode in Iowa, 2007

Use of resistant soybean varieties is a very effective strategy for managing soybean cyst nematode (SCN), and numerous SCN-resistant soybean varieties are available for Iowa soybean growers. Each year, public and private SCN-resistant soybean varieties are evaluated in SCN-infested fields throughout Iowa by Iowa State University personnel. The research described in this report was performed to assess the agronomic performance of maturity group (MG) I, II, and III SCN-resistant soybean varieties and to determine the effects of the varieties on SCN numbers or population densities.

Iowa Board of Nursing Annual Report, July 1, 2005-June 30, 2006

The annual report of the Iowa Board of Nursing includes information on legislation, administrative rules, nursing education, nursing practice, continuing education, licensing, enforcement, administration, financial report, statistics and general nursing demographics.

Iowa Board of Nursing Annual Report, July 1, 2006-June 30, 2007

The annual report of the Iowa Board of Nursing includes information on legislation, administrative rules, nursing education, nursing practice, continuing education, licensing, enforcement, administration, financial report, statistics and general nursing demographics.

Iowa Board of Nursing Annual Report, July 1, 2007-June 30, 2008

The annual report of the Iowa Board of Nursing includes information on legislation, administrative rules, nursing education, nursing practice, continuing education, licensing, enforcement, administration, financial report, statistics and general nursing demographics.

Space Utilization and Building Study for the Department of General Services, October 9, 2000

Purposes of this Report: • Recommend the most logical and economical options to address state governmental space needs in the Polk County metropolitan area to the year 2010. • Include building size, location, phasing, financing, method of project delivery and estimated cost. • Develop a software tool to compare costs of leasing vs. ownership of space. Methodology: Identify: 1. Current amount and location of owned and leased space, by agency; 2. Types of space and whether best located on or off of the Capitol Complex; 3. Utilization of space, noting over-crowding and under-utilization; 4. Current number of workstations for full and part time employees, Personnel Employment Organization (PEO) workers, contractors, interns, etc.; and, 5. History of staff levels to assist in the prediction of staff growth. Scope: This report focuses on 10 state-owned buildings located on the Capitol Complex and 48 leased spaces in the Polk County metropolitan area. (See Figures 1 and 2.) • Due to a separate space study under way by the Legislature, implications of area and staff for the State Capitol building are included only for the Governor, Lieutenant Governor, Treasurer, Secretary of State, Auditor and the Department of Management. • Because it is largely a museum building that does not have office space available for other agencies, the area and staff of the Historical Building are not fully addressed. • Only the parking implications of the new Judicial Building are included in this study because the building space is under the jurisdiction of the Judicial Branch and not available for other agencies. Several state-owned buildings are not included in the scope of this report, generally because they have highly focused purposes, and their space is not available for assignment to other agencies. Several leased locations are not included for similar reasons, including leases that do not fall within the authority of the Department of General Services.

Iowa Department of Public Safety: Iowa State Patrol, 2008 Annual Report

As Iowa's traffic enforcement agency, the Iowa State Patrol is responsible for providing law enforcement services to rural areas of the state as well as traffic enforcement and support for metropolitan areas around the state. Troopers patrol Iowa's highways and conduct traffic enforcement for both unincorporated areas and interstate highways. In addition, our Personnel provide security and police services throughout the state for many special events including, fairs, festivals, and large sporting events such as the Iowa Speedway, University of Iowa and Iowa State football games.

Just the Facts for 2002

Almost 19,000 employees work for the State of Iowa Executive Branch (excluding Fair Authority, Community-Based Corrections, and the Regents employees). These employees are undoubtedly the most valuable resource for providing timely and quality services to Iowans. To strategically manage this resource, State departments and policymakers must have thorough and accurate information. The information in “Just the Facts for 2002” is a snapshot of the workforce, collected, compiled, and presented in a format that will aid agencies and decision makers in strategic planning. In many cases, data cover a number of years and are presented to give the reader a sense of trends. While the Department of Personnel wants to present data in its purist form so readers can draw their own conclusions, we also have a responsibility to clarify anything that may be confusing or misleading . It is important to highlight workforce trends and explain their significance to the work of Iowa state government.

Just the Facts for 2003

Almost 19,000 employees work for the State of Iowa Executive Branch (excluding Fair Authority, Community-Based Corrections, and the Regents employees). These employees are undoubtedly the most valuable resource for providing timely and quality services to Iowans. To strategically manage this resource, State departments and policymakers must have thorough and accurate information. The information in “Just the Facts for 2003” is a snapshot of the workforce, collected, compiled, and presented in a format that will aid agencies and decision makers in strategic planning. In many cases, data cover a number of years and are presented to give the reader a sense of trends. While the Department of Personnel wants to present data in its purist form so readers can draw their own conclusions, we also have a responsibility to clarify anything that may be confusing or misleading . It is important to highlight workforce trends and explain their significance to the work of Iowa state government.

Just the Facts for 2005

Almost 19,000 employees work for the State of Iowa Executive Branch (excluding Fair Authority, Community-Based Corrections, and the Regents employees). These employees are undoubtedly the most valuable resource for providing timely and quality services to Iowans. To strategically manage this resource, State departments and policymakers must have thorough and accurate information. The information in “Just the Facts for 2005” is a snapshot of the workforce, collected, compiled, and presented in a format that will aid agencies and decision makers in strategic planning. In many cases, data cover a number of years and are presented to give the reader a sense of trends. While the Department of Personnel wants to present data in its purist form so readers can draw their own conclusions, we also have a responsibility to clarify anything that may be confusing or misleading . It is important to highlight workforce trends and explain their significance to the work of Iowa state government.