Executive Order Number Fifty Seven, June 28, 1995

Directs Department of Personnel to develop policy that will assist in continuing efforts to maintain a violence-free workplace.

Executive Order Number Fifty Eight, July 1, 1995

Delegates the authority and responsibility for the Job Training Partnership Act to the Workforce Development Department(WDD). Replaces and rescinds Executive Order #24.

Executive Order Number Fifty Nine, September 30, 1996

Assings the responsibility of meeting State's requirement to eastablish a Human Resource Investment Council, in conformance with P.L. 102-367. Rescinds Executive Order #53.

Executive Order Number Sixty, May 19, 1997

Delegates responibility to state agencies for making training available to employees who are responsible for services contracting. Rescind Exectuive Order #50, May 2, 1997. Rescinded Executive Order #25, Vilsack, June 4, 2002.

Executive Order Number Sixty One, 1997

Assigns responsibility to coordinate disparate information technology and to provide enterprise-wide information technology services to the exectutive branch agencies to the Information Technology Services (ITS) director appointed by the Governor.

Executive Order Number Sixty Two, January 9, 1998

Rescinds Executive Order #54 and replaces it with a new team called the Primary Iowa Harzard Mitigation Team to coordinate state response to natural and technological disaters.

Executive Order Number Sixty Three, Februray 10, 1998

Establishes a nine-number committee for the Automated Fingerprint Identification System.

Executive Order Number Sixty Four, May 18, 1998

Amends Executive Order #48 only by changing the name from the Iowa Commission for National and Community Service to the Iowa Commission on Volunteer Service.

Executive Order Number Sixty Five, May 20, 1988

Establish the Iowa Geographic Information Council.

Executive Order Number Sixty Six, May 20, 1988

Establish the Iowa Geographic Information Council.

Executive Order Number Sixty Seven, August 21, 1998

Establishs the Council for continuous improvment in Education to facilitation statewide effort to prepare, recruit, induct, retrain effective educational infrastrucational

FY 2006 Revolving Fund Purchase Order Report

Report written by Iowa DOT to Auditor Office about revolving fund purchase order.

The interaction of ownership structure and customer satisfaction as determinants of brand equity

In this paper we study the interaction between ownership structure and customer satisfaction, and their impact on a firm's brand equity. We find that customer satisfaction has a positive direct effect on brand equity but an indirect negative one, through reductions in ownership concentration. This latter effect emerges when managers are focused mainly on satisfying customers. It gives out a warning signal that highlights the perverse effect of implementing policies focused excessively on satisfying customers at the expense of shareholders, on a firm's brand equity. We demonstrate our theoretical contention, empirically, making use of an incomplete panel data comprising 69 firms from 11 different nations for the period 2002-2005.

Avaliação da Qualidade do Transporte Colectivo Urbano, na Cidade da Praia, e a Satisfação dos Utentes

A qualidade nas organizações de serviço tem-se tornado num tópico de muita importância, sendo reconhecida como uma variável estratégica para aumentar a sua eficácia e eficiência, ganhar vantagem competitiva e conduzir à satisfação dos seus clientes. Promover uma escala apropriada, que reflicta convenientemente as percepções e as expectativas dos clientes, deve ser uma preocupação tanto dos gestores de empresas como das agências governativas. O presente estudo empírico desenvolve e analisa uma escala de medição da qualidade de serviço, através da aplicação do modelo SERVQUAL, desenvolvido por Parasuraman et al. (1985, 1988, 1991), e adaptado para o serviço de transporte colectivo urbano de passageiros (TCUP). O procedimento levado a efeito na presente investigação apresenta 4 fases e 9 etapas, com a combinação do paradigma de Churchill (1979) e entrevistas focus group. A escala final SERVQUAL adaptada, com 23 itens, e as dimensões obtidas indicam que a mesma é altamente fiável (0,891) e válida, demonstrando assim que o procedimento seguido é aplicável e que os seus itens foram desenhados de acordo com as condições do sector. A pesquisa exploratória foi conduzida em Cabo Verde, na cidade da Praia, em Setembro de 2008, com 230 utentes regulares do serviço de TCUP. Os dados confirmam a existência de gaps, encontrando-se a maioria dos inquiridos (67%) insatisfeita com esse serviço. A análise factorial confirmou a existência de cinco dimensões, que determinam a qualidade de serviço no TCUP, na Praia, pela seguinte ordem de importância: “aparência física dos veículos/conforto”, “atenção personalizada/desempenho dos colaboradores”, “empatia”, “conveniência do serviço”, e, por último, “equipamento tangível”. Service quality has become a topic of great importance and it is recognized as a strategic variable to increase its efficiency and effectiveness in getting competitive advantage and leading to customer satisfaction. To seek a proper scale that can reflect perceptions and customers’ expectations accurately should be a concern for business managers as well as government agencies. Present empirical study develops and analyzes a measurement scale of quality service, through the application of SERVQUAL model developed by Parasuraman et al. (1985, 1988, 1991) and adapted for the urban passenger transportation. The procedure followed in present research indicates four phases and nine steps in connection to Churchill paradigm (1979) and focus group interview. The adapted final SERVQUAL scale, with 23 items, and the dimensions obtained indicated that it is highly reliable (0.891) and valid, showing this way that the procedure followed is applicable and their items were drawn according to the sector conditions. This exploratory research was performed in Cape Verde, at Praia in September 2008 with 230 regular’s users of bus service. The data confirms the existence of gaps and that the majority of the inquired are not pleased (67%) with their bus service. The factorial analysis confirms the existence of five dimensions, which determines the service quality in the bus service at Praia according to the following order of importance : “physical appearance of the bus/confort”, “personalized attention/results from the collaborators”, “empathy”, “service convenience” and lastly “tangible equipment”.