, . < . .yrr

TERRY E. BRANSTAD, GOVERNOR

CHARLES M. PALMER, DIRECTOR

.. - DEPARTMENT OF HUMAN SERVICES

9ATE : September 4 , 1991

TO : Statewide Service Delivery Task Force-Individually Addressed

FROM : Charles MacNider and Charles Palmer, Co-Chairs Statewide Service Delivery Task Force

RE : Statewide Service Delivery Task Force-1st Meeting

Welcome to the Statewide Service Delivery Task Force. Terry Branstad formed the Governor's Committee on Government Spending Reform. This committee created an Executive Committee and seven task forces, one being the Statewide Service Delivery Task Force. Committee on Government Spending Reform is enclosed to give you an idea about the scope and structure of the project.

As you know, Governor

An overview of the Governor's

This Task Force has some major responsibilities. government programs and services and may make recommendations to retain, delete, or modify these programs and services. The Task Force will also explore strategies to eliminate fragmentation and duplication in the service delivery system, identify government functions which may be reduced or eliminated, and identify options for restructuring service delivery regions.

We will review state

We have a formidable task to complete by late November so it is imperative that The first Task Force meeting will be Tuesday,

September 10, from 1 to 4 P.M. in the 1st floor conference room of the Hoover State Office Building. At our first meeting we will review past studies and decide on a work plan for accomplishing our task.

- w e start as soon as possible.

An agenda is enclosed.

enclosures

HOOVER STATE OFFICE BUILDING - DES MOINES IOWA 50319-01 14

STATEWIDE SERVICE DELIVERY TASK FORCE

September 10, 1991 - 1:00 P.M.

Hoover State Office Building 1st Floor Conference Room

Agenda

Introductions

Background Information Charles Palmer

Review of Prior Studies Jim Overland

Establish Task Force Goals Charles MacNider

Develop Task Force Work Plan Jim Overland

Future Meeting Schedule Charles MacNider

I - P.

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I 1 GOVERNOR'S COMMITTEE

GOVERNMENT SPENDING REFORM I I

PROJECT OVERVIEW

JULY 1991

II. PROJECT DESCRIPTION

The Government Spending Reform prcject W i l l provide a series of both short- and long-term results. The immediate short-term results of this project will provide recommendations that lead to proposed policy, programmatic and budgetary gubernatorial initiatives for FY 9 2 and FY 9 3 .

Seven "areas of opportunity" have been identified, around which both short-term and long-term strategies will be developed. These seven opportunity areas, with examples of the kinds of questions that might be addressed, are outlined below.

o Public Financing

- HOW are public monies raised and expended at all levels of government?

- Should state formulas be redesigned? - HOW can incentives be put in place that will reward

efficient and effective use of public monies at all levels of government? - IS our present system of tax exemptions consistent with future goals of the state? - Are present entitlements consistent with Iowans' expec- tations?

- What should public policy be in relation to standing unlimited appropriations?

o Statewide Service Delivery

- What should the standard of access be for government services?

- What are the opportunities for achieving better economies of scale through joint planning and venturing between state agencies and local governments?

- Are service delivery structures aligned with today's demographics? - - - What is the future role of state institutions?

0 Executive Branch Review

Are there additional executive restructuring opportuni- ties? - Wha.t process could be put in place that would assure continuous quality improvement in state government?

- What process could be put in place to periodically assess each government program to make sure it is operating in a cost effective manner and achieving its goals?

0 Privatization

- What cost effective opportunities exist for state and local governments to contract out certain functions or tasks? .

Governor'@ Committee on Spending Reform

Committee Responsibilities

Blue Ribbon C o m m i t t e e The Blue Ribbon Committee, appointed by Governor Terry E. Branstad, will be responsible for overseeing the work of the Executive Committee and the seven Task Forces created t o examine specific aspects of government service delivery and spending. Members of the Blue Ribbon Committee (BRC) may also serve a s members of one of the Task Forces.

The charge to the Committee extends beyond the short term need to reduce the cost of government services and to bring spending in line with revenues. The Committee must also take this opportunity to address fundamental questions about the role, structure, and financing of public services. What services should government provide? What government structure should provide those services? How can the productivity and efficiency of government services be increased? How should those services be financed?

Much of the work of the Blue Ribbon Committee will be to synthesize the information and the options presented to them by the Executive Committee and the Task Forces. I t will be important for the BRC to put information into perspective and to look for opportunities to make systemic changes in the delivery and financing of government services. I t will also be important for the BRC to avoid the temptation to look only at discrete opportunities to reduce government spending. The delivery of quality services which are results oriented is an outcome which the BRC should seek as vigorously as they pursue reductions in spending and increases in efficiency.

Executive Committee The Executive Committee will be drawn from the Blue Ribbon Committee and will include the BRC Chair along with five other BRC members. The Executive Committee will report to the Blue Ribbon Committee, and bears the primary responsibility for coordinating and administering the work of the Task Forces. In addition, the Executive Committee will be responsible for preparing options and recommendations for consideration by the Blue Ribbon Committee. The members of the Executive Committee will work directly with the Co-chairs and staff for each of the Task Forces.

Overview of Task Force Responsibilities Each of the Task forces has the responsibility to gather and synthesize information about existing policies or practices with respect to the subject matter which they have been assigned. This activity should include a review of available budget and program information and a review of the historical and political contexts of the policies which govern those budgets and programs. Following, or in some cases in conjunction with, the review of existing policies, the Task Forces will asked to make recommendations for chenges in existing policy or t o explore alternative means for implementing those policies if i t is determined that existing policy should be continued. Questions which are relevant to the work of each Task Force include: What services should government provide (or not provide)? What government structure sh,ould provide those services? How can the quality, productivity and efficiency of government services be increased? How should those services be financed? A general underlying assumption for the work of each Task Force is that any recommendations for changes in policy or implementation strategies must be financed without increases in the current aggregate state or local revenue sources or with revenue sources specifically associated with a particular government function.

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8/15/91

7 '

I a ' I I

I . Governor's Committee on Spending Reform

1 C o m m i t t e e Respons ib i l i t i c s

The following is a brief description of the proposed responsibilities for the Task Forces and they are submitted t o the BRC for consideration.

Public F i n a n c i n g Task Force The Public Financing Task Force (PFTF) will be asked to examine the funding sources for government services which are the principal recipients of state and local public expenditures. Other subjects to be reviewed by the PFI'F include programs for which costs have increased substantially in recent years, all standing unlimited or standing limited appropriations and formulas, and policies relating to fees and charges associated with specific public functions. The PFI'F will also be asked to review the recommendations or issues developed by other Task Forces as they relate to the subject of public financing. Topics which may be reviewed by the Task Force include but a re not limited to the following: funding formulas, and tax expenditures and credits.

S t a t e w i d e Service Delivery Task Force The Statewide Service Delivery Task Force (SSDTF) will be asked to examine the existing state government service delivery system within the context of changing demographic and economic circumstances. The Task Force will review state government programs and services, and may make recommendations to retain, delete, or modify those programs and services. The SSDTF will also be asked to explore strategies to eliminate fragmentation and duplication in the service delivery system, identify government services functions which may be reduced or eliminated, and identify options for restructuring service delivery regions.

Topics which may be reviewed by the Task Force include but are not limited to the following: systematic program and service review for state government, overlapping service delivery regions within s ta te government, opportunities for reducing middle management functions, and the development of a process t o manage change within state government on an ongoing basis.

The Higher Education Strategic Planning Council will assist the SSDTF and the education cluster with its review of the higher education service delivery system. The work of the SSDTF will be closely linked to the work of the Intergovernmental Relations Task Force.

Execut ive Branch Task Force The Executive Branch Task Force (EBTF) will be asked to examine the organization and management of state government, and to consider options which will enhance the ability of state policy makers to set priorities in the budgeting process, evaluate and review government programs based on outcomes instead of inputs, and to improve the performance and productivity of the public workforce. The EBTF will also be asked to identify further opportunities to streamline the organizational structure of Executive Branch agencies. Topics which may be reviewed by the Task Force include but are not limited to the following: the state budgeting process, evaluation processes and criteria for government programs and services, state personnel policies and practices, the implementation of Total Quality Management principles, and strategies for upgrading the skills of the public workforce.

L

8/15/91

. en, 'b

!

Y .. Governor~s Committee on Spending Reform

C o m m i t t e e R e s p o n s i b i l i t i e s

P r i v a t i z a t i o n Task Force The Privatization Task Force (PTF) will be asked t o conduct a comprehensive examination of opportunities to establish contractual relationships with private sector entities for the delivery of services which a re currently provided by public agencies and public employees, and to identify assets which could be transfered or sold to the private sector. Topics which may be reviewed by the Task Force include bu t a re not limited to t he following: information and communications services, correctional services, and educational services.

Co l l ec t ions Task Force The Collections Task Force (CTF) will be asked to conduct a comprehensive review of all government accounts receivable such as unpaid fees, charges, taxes and loans. T h e review will include the following: identification of accounts receivable, a review of the organizations currently involved in the collection of accounts receivable, collection activities perfo'tmed by organizations outside of state government, the potential for centralizing collection efforts, incentives to state agencies to collect receivables, alternative collection mechanisms such a s tax offsetting and vendor offsetting. The review will also include a survey of collection methods in other s ta tes , the development of ongoing procedures to identify and collect receivables, and necessary statutory changes to aid collection efforts.

, a n analysis of t he age of receivables, and a review of alternative strategies for collecting any unpaid fees, charges, taxes, and loans. Topics which may be reviewed by the Task Force include but are not limited to the following: the use of private collection agencies, the establishment of a central s ta te collection agency, incentives to s ta te agencies to collect receivables, tax offsetting, and a1 ternative payment plans for outs tanding receivables.

I n t e r g o v e r n m e n t a l R e l a t i o n s Task Force The Intergovernmental Relations Task Force (IGRTF) will explore changes in the delivery of government services a t the community level. Specifically, the IGRTF wil l be asked to develop a community based streamlined government services model. T h e model will address the need to 1) enhance communications a n d cohesiveness between all levels of government; 2) resolve overlaps and duplications of intergovernmental programs; and 3) generate a comprehensive plan for community based service delivery.

The IGRTF will also be asked to review federal programs a n d funding, and to explore opportunities to integrate those programs into the state budget process in order to better utilize those resources to accomplish budget and program priorities in the State of Iowa.

Topics which may be reviewed by the Task Force include but are not limited to the following: opportunities for co-locating services, shared administrative functions among government agencies, common intake and delivery systems among service providers, incentives for coordinated service delivery, and outcome-based accountability systems.

Technology Enhancement Task Force The Technology Enhancement Task Force (TETF) will be asked to review the use of technology in providing government services, explore strategies, review development applications, and assess the Iowa Communications Network. In accomplishing this, the TETF will assess the configuration of data processing structure and development, determine the potential of the Iowa Communications Network in linking information needs, develop the s tandards to determine the major application priorities, direction, and development, and examine other related issues.

"

STATEWIDE SERVICE DELIVERY TASK FORCE

Notes from First Meeting (9/10/91)

The co-chairs of this committee, Charles MacNider and Chuck Palmer emphasized that there would be a short time-frame to meet the goals of the committee. This committee will also be interacting closely with the inter-governmental, the spending, and the technologies subs. I This committee is pulling together previous studies to look at past recommendations that have been made. It was mentioned that funds are being raised from the private sector to hire a consultant - Boose/Allan from Chicago. Telephon3 contact between the consultant and the task force representatives is expected to be made soon to hammer out the details.

Next Tuesday (9/17/91) is a 1/2 day retreat for the Blue Ribbon Task Force. No great importance was placed on this -just a statement of fact.

In getting down to agenda items, Mr. MacNider stated that the committee needs to look at how services in Iowa are delivered. Some of the things that will be touched upon:

demographics of the state

is there duplication

are there fragmented services

where people go for services

how to restructure given changes

are there services that are no longer effective and necessary

how should Iowa respond with further changes in demographics

A survey of department heads is being conducted to determine what they feel are the services their department offers, how they are delivered, and what the delivery vehicle is. This will help identify duplication. Some of the areas the committee will be dealing with includes education (extension services and community colleges), and they intend to include Doug Gross on those discussions. It was mentioned that they should try to address those things which they feel are manageable and not spend a lot of time on those that are not.

The committee then attempted to put together working definitions of access, duplication, fragmentation, and necessity. The purpose of this was for the co-chairs to bring those criteria to the consultants to help shape what they would be doing. However, the committee was not able to focus on forming definitions. They talked about different examples and problems. Some of those were:

the DNR and hygienic lab are working at cross-purposes (fragmentation)

why shouldn't community colleges provide the functions of AEAs

we should freeze the budget, any savings from that, let the departments keep 60% of the savings and turn 40% back to the state. There needs to be an incentive to state managers to save dollars.

Does the reorganization of state MHI's make sense when you are trucking people across the state numerous times to receive a particular service?

Are there some things the State is doing which they shouldn't be? Privatization of many functions should be explored.

The Committee report is due November 15. They have set the following meetings:

Friday September 27th at 1:oO Thursday October 31st at 1:oO

Wednesday November 13th at 1:OO

This Committee seems to lean heavily on the human services interests. Although they talked a lot about education topics, I found it interesting that Wayne Richey was not there, nor did he send a representative. All other department heads on the committee were either there or sent a representative.

STATEWIDE SERVICE DELIVERY TkSK FORCE

September 10, 1991 - 1:00 P.M.

Hoover State Office Building 1st Floor Conference Room

Agenda

.-

Introductions

Background Information - Charge to Committee

Task Force Areas of Focus - Selection Criteria

Review Task Force Work Plan

Future Meeting Schedule

I

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PLWSE RETURN VIA LOCAL MAIL TO: If additional space is needed, write on the back the additional informtion and code the line C's to match.

IOWA DEPMUME" OF HUMAN SERVICES, A m : JIM OVERLAM) :PtNt Qossncas GAIL 281-4198 (Jw m)

REVIEW OF PRIOR STUDIES

A REGIONAL DELINEATION FOR THE STATE OF IOWA (1967) Original OPP Report on the Sixteen RTgions

GOVERNOR'S ECONOMY COMMITTEE (1970) Operational and Administrative Recommendations Only

GOVERNOR'S ECONOMY COMMITTEE '79 Some Information Regarding Services and Duplication

GOVERNOR'S TASK FORCE on Efficiencies and Cost Effectiveness (1983) Operational and Administrative Recommendations Only

RESTRUCTURING AND DOWNSIZING of IOWA STATE GOVERNMENT (1985) Multiple Recommendations on Services and Delivery Networks

REGIONAL/LOCAL DELIVERY SYSTEM (1985) Good Information On Service Delivery Networks

SERVICE DELIVERY TASK FORCE (1987) Valuable Information on Developing Service Delivery Networks

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FNAHE TITLE COMPANY STREFT CITY ZIP PHONE FAX Y COMMIrn I L N A H E =I============----------------------------- . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1 HacNider Charles

2 Palmer Charles Director IA Department of Human Services hCal Des Moines 50319 515-281-5452 515-281-4597 Co-Chair 3 Thorns Allen Director ll.~,~ Pli.zc&A Department of Economic Development Local Des Moines 50319 515-242-4817 4 Jackson William Directorrv\uuk I?;z&A%epwtment of Cultural Affairs Local Des Moines 50319 515-281-7471

. 5 Grandquist Betty Director IA Department of Elder Affairs Local Des Moines 50319 515-281-5188 6 Richey Wayne Director IA Board of Regents Local Des Moines 50319 515-281-3934 7 Atchison Chris Director IA Department of Public Health Local Des Moines 50319 515-281-5605 8 Krause Kyle Krause Gentle Corporation 4201 Westown Parkway W D M 50265 515-226-0128

Des Moines 50310 515-279-3115 9Szymoniak Elaine 10 Cramer Robert Executive V P Fareway Stores Inc. 2600 E. 8th Boone 50036 515-432-2623

kkwith Bill President & CEO Fareway Stores Inc. 2600 E. 8th Boone 50036 515-432-2623 11 Lewis John IA Utilities Association P.0.Box 6007 Des Moines 50309 515-282-2115 11 Burnside Lorna Supervisor Buena Vista County Buena Vista Co. Courthouse Storm Lake 50588 712-749-2545 712-749-2557

Des Moines 50309 515-284-8041 515-286-2520 13 Edwards Charles Publisher Des Moines Register 715 Locust 14 Dayhoff Arlene 4324 Woodfield Lane N.E. Cedar Rapids 52402 319-393-9768 319-369-8036 15 Husak Emil State Senator R.R. 2 Toledo 52342 515-44-2158 16 Hestar Joan State Rep. R.R. 1 Honey Creek 51542 712-545-3581 L7 Plagge Merlin President - Farm Bureau 5400 University W D M L8 Chapin Perry S. Central Ia. Fed. of Labor, AFL-CIO 2000 Walker Des Moines 50317 515-265-1862

Clear Lake 50428 515-357-2036 515-357-8433 Chair U 1 N. Shore Drive

2116 44th Street

50265 515-225-5401 515-225-5419

I

Iowa Department of Transportation 800 Lincoln Way, Ames, IA 50010 515/239- 11 11

V

I September 24, 1991

Char1 es Palmer, Director Department o f Human Services Hoover S t a t e Office Building Des Moines, I a 50319

Dear C h u c k :

T h a n k you for the opportunity t o provide information t o the Statewide Services Delivery Task Force.

As requested in your A u g u s t 29 l e t t e r , I ' m enclosing information on services the Department o f Transportation provides. The survey form has been completed t o reflect how we deliver these services. The b u d g e t information you requested also has been provided. Unless otherwise noted as program dollars, t h e amounts noted are FY ' 91 operations ( s a l a r y and support) dollars budgeted t o t he work un i t ( s ) for the service l i s ted .

I f you have questions a b o u t th is material, please l e t me know.

Sincerely, ,.,

Darrel Rensink Director

D R / tmg

Enclosures

Commlfsioners

Shelda Hert2ke Beener Catherlne mnn. BVM. PhD Robert H. Meter Doug Shull Suzan M. Stewart Austln B. Turner Marlin Davenport M. Volz, Jr. mbuque Ottumwa lndlanola Sioux ctty cornlng Cedar Falls

Service

Aircraft Registration

Airport Director1 es and Aero- nautical Charts

Airport In spec t i ons

Fac i 1 i t i e s and Equipment Program

Runway Marking

Airport Windsock Program

Av i a ti on Education and Promotion

Description and Purpose

Register approximately 2,500 a i r c r a f t and renew reg is t ra t ions annually.

Biennially p u b l i s h and d i s t r i b u t e to the flying p u b l ic an a i rpo r t d i r ec to ry including a l l public use a i r p o r t s in the state and an aeronautical cha r t which i s an aviation "road map" of the s t a t e .

Annually inspect Iowa's public use a i rpo r t s t o ensure compliance w i t h s t a t e m i n i m u m sa fe ty standards and t o c o l l e c t and maintain a i rpo r t inventory data for s t a t e and federal records.

Provide funding for the purchase and in s t a l l a t ion of visual and navig'ationa a ids , communications equipment, and obstruction l igh t ing or removal t o enhance the safety and ef f ic iency of Iowa's p u b l i c l y owned a i rpo r t s .

Provide a summer crew and equipment t o paint or repaint runway marking a t Iowa's publicly owned a i rpo r t s .

B u l k purchase of a i rpo r t windsocks and d i s t r ibu t ion of them annually t o a l l publicly owned a i rpor t s .

In t e rac t with the aviation community and the education community t o provide ins t ruc t ion , materials, and events to educate the general public on av ia t ion and to promote the study of math and science in our schools, using av ia t ion a s a motivator.

AIR AND TRANSIT OIVISION

Provider Network

Staff AmesIDes Moines

AmesIDes Moines S taf f

S ta f f

Loca 1 Gov ' t Contracts

S ta f f

Contract

S ta f f

AmesIDes Moines

AmesIOes Moi nes

AmesIOes Moines

I\aies/Des Moines

AmesIDes Moines

F/Y Exp.

$20,000

$2,000

(program) $38,000

$40,000

. $5,000 $1 00,000 (program)

$10,000

(program) $25,000

812,000 (program)

$11,500

Funds

100% s t a t e

100% s t a t e

100% s t a t e

50% s t a t e 50% local

100% s t a t e

iOO% s t a t e

100% s t a t e

Iowa Pub1 ish and d i s t r i b u t e a quar te r ly S ta f f Av i a t i on bul le t in to the av ia t ion community and B u l l e t i n others with an i n t e r e s t i n av ia t ion to

keep them inforined of aviation a c t i v i t i e s a t the loca l , s t a t e and federal l eve l .

Rideshare Provide a carpool matching service to S ta f f

Trans i t Dis t t i bute s t a t e and federal t r a n s i t Loca 1 Funding ass i s tance funds t o Iowa's 35 public Gov't

cen t ra l Iowa residents.

t r a n s i t systems. Contracts

Aaes/Des Moines

funes/Des Moines

Ames/Des Moines

$5,000 100% s t a t e

$2,600

$25,000 $8,170,000 (program)

100% s t a t e

70% s t a t e 30% federal

Service Description and Purpose

Rail Administer s t a t e and federal funds to Assistance a s s i s t in preserving r a i l service (Preservation) t h r o u g h acquisit ion or rehabi l i ta t ion .

Rail Assistance (Economic Development)

Track Safety Inspection

Highway Project Develop- ment (Rail Improvement )

Grade Crossings (Safety)

Grade Crossings (Maintenance)

Administer s t a t e funds to a s s i s t i n the creation or preservation of jobs in Iowa. T h i s program constructs or r ehab i l i t a t e s r a i l sidings and spurs to companies who a r e dependent on r a i l service.

Inspectors inspect railroad trackage in the s t a t e t o ensure the ra i l roads a re meeting the federal requirements for track safety.

Negotiate a l l construction agreements w i t h ra i l roads to allow development of primary road construction projects. These agreements provide fo r the purchase of ra i l road right-of-way and relocation of ra i l road f a c i l i t i e s .

Administer the federal-aid rail/highway crossing safe ty fund. used t o construct s a fe ty improvements a t crossings such a s s igna ls , new c i r c u i t s , crossbucks. and advance warning signs, and s igh t distance improvements.

Administer Iowa's grade crossing safety fund which pays a portion of railroad yearly grade crossing signal system maintenance costs.

These funds a re

RAIL AN0 WATER DIVISION

Provider

S ta f f

S t a f f

S t a f f

S t a f f

S t a f f

S ta f f

Network

Ames

Ames

Ame s

Ame s

Ame s

Ames

F/Y Exp.

$128,688 $4.9 million ( program 1 $12,725 $.240 million (program)

Funds .__

100% s t a t e 40% s t a t e 60% federal

100% s t a t e 100% s t a t e

$165,262 100% s t a t e

$76,311 **

$109,533 $3.7 million (program)

$3,252 5.7 mill ion (program)

100% s t a t e s t a t e / federal

100% s t a t e 100% federal

100% s t a t e 100% s t a t e

**Funded from highway trust fund-- var ies from $300,000 to $10 mill ion per year.

Grade Crossings (Surface)

Operation Lifesaver

Intermodal Program

Abandonment s

Mergers/ Ac qu i s i t i on s/ Bankruptcies

Administer Iowa's grade crossing Staf f surface repair program, wherein the s t a t e , highway author i ty , and the railroad share in the cos t of repairing rough grade crossings.

Par t ic ipa te i n Operation Lifesaver, a national organization of railroad employees and public o f f i c i a l s dedicated to improving safe ty on railroad t racks through education. In Iowa, Operation Lifesaver committee members give sa fe ty presentations to schools and c iv i c groups, and par t ic ipa te i n ra i l road sa fe ty promotion a c t i v i t i e s . Emphasis i s placed on teaching people safe driving behavior a t grade crossings and encouraging law enforcement personnel t o enforce ex is t ing grade crossing laws.

Administer t he Intermodal P i lo t Project S t a f f Revolving Fund which helps finance energy saving intermodal improvement projects.

The Division analyzes and provides public S ta f f information on r a i l abandonments, including recommendations a s to whether the DOT Commission should support o r oppose each abandonment i n proceedings before the I n t e r s t a t e Commerce Commission.

S ta f f

The Division takes an ac t ive ro l e in S ta f f analyzing r a i 1 res.tructing proposals t ha t may impact Iowa shippers. The Division researches and prepares a l l I n t e r s t a t e Commerce Commission f i l i ngs .

kne s

Ames

Ames

Ames

Ames

$55,406 $.9 million (program)

100% s t a t e 100% s t a t e

$33,438 100% s t a t e 5.0175 million 100% s t a t e (program)

$7,854

$15,015

$33,131

100% s t a t e

100% s t a t e

100% s t a t e

ADM I NISTRAT I ON DIV IS ION

Serv i ce D e s c r i p t i o n and Purpose

Surplus Auct ions general p u b l i c and o t h e r

Hold auct ions, open t o t h e

p o l i t i c a l j u r i s d i c t i o n s , t o d ispose o f obso le te o r rep laced vehic les, equipment, f u r n i t u r e and supplies.

P rov ide r

S t a f f . Auc t i oneer ing s e r v i c e c o n t r a c t ed--Bo b Humpa 1 Auc t ion Company, F o r t Atkinson, IA . Cost i s as f o l l o w s : v e h i c l e i s .1239% i.e. $200,000 s a l e would n e t $247 -80; smal l equipment i s 1.68% i.e. $15,000 s a l e would n e t $252.00. T o t a l amount f o r a u c t i o n s e r v i c e = $2,223.

Network F/Y Exp.

Ames. Inc ludes 4 v e h i c l e a u c t i o n s v e h i c l e s o r su rp lus I 2 small equipment m a t e r i a l from ISU, a u c t i o n s produced U o f I and many c i t i e s and coun t ies . $47,805 r e s p e c t i v e l y .

$1,366,752 and

Average c o s t was $23,194 and $4,000 f o r each r e s p e c t i v e l y .

Funds

100% s t a t e funded. 113 u n i t s s o l d f o r p o l i t i c a l su bd i v i - s ions and b i l l e d them - +$50.00 per u n i t . ($5,650)

-

BUREAU OF POLICY AND INFORMATION

Service

DOT Pu b l i ca t i on s

Press Re1 eases

Video Serv ices

Tel ev i s ion/ Radio spots

Pol i c y Ass i stance to Federal Level

Description and Purpose Provider Network

Various informational publications a r e Staff produced in te rna l ly and d is t r ibu ted on request (walk-ins or mail requests) to the p u b l i c .

Examples: d r ive r ' s manual, wildflower brochure, vanity p la te promotional posters, i n t e r s t a t e construction guide, Adopt-A- Highway, How to Sell Your Car in Iowa, This is your DOT, Need Answers, Who t o Contact.

Written and d is t r ibu ted t o a l l media a s Staff needed to high1 ight transportation and agency issues.

Develop and produce videotapes for in te rna l and external audiences. Some a r e general and serve t o inform the audience ( " T h i s i s your DOT"), while o thers a r e more technical and educate a t a rge t audience ( t r a n s i t marketing video).

A video l i b r a r y of 350-400 videos on various top ics is ava i lab le a t no charge for copying onto reques te r ' s own tape.

Write and produce spots t o inform public Staff of major programs such a s "Give "Em A Brake", Jul ien Dubuque bridge reconstruction, co l leg ia te p la tes , winter driving hazards, Commercial Driver 's License.

Staff

Provide ass i s tance and support t o Congressional Delegation by preparing briefing books, issue papers, cons t i tuent correspondence rep1 i e s , s t a t i s t i c a l data and analysis.

Staff

Ames

Ames

Ames

Ames

Ames

F/Y Exp.

$84,833

$11,917

$47,667

$2,384

$45,330

Funds

100% s t a t e

-

100% s t a t e

100% s t a t e

100% s t a t e

100% state

Leg1 s l a t i v e Governor's O f f i c e : Prepare Ass is tance correspondence rep l i es / reques ts . t o S t a t e Level L e g i s l a t o r s : Coord inate t h e D i r e c t o r

f i e l d v i s i t s d u r i n g i n t e r i m . Answer quest ions from t h e p u b l i c about l e g i s l a t i v e a c t i v i t y f o r DOT involvement and p o s i t i o n .

Work w i t h o t h e r u n i t s o f government ( o t h e r s t a t e agencies. c o u n t i e s and c i t i e s ) and i n t e r e s t groups ( ISAC, LOH, AGC, etc.) t o r e s o l v e i ssues o f l e g i s l a t i v e i n t e r e s t .

Prov ide and c o o r d i n a t e i n f o r m a t i o n t o l e g i s l a t o r s . caucus s t a f f e r s , L e g i s l a t i v e F i s c a l Bureau and L e g i s l a t i v e S e r v i c e Bureau.

Prepare l e g i s l a t i o n and p r o v i d e i n f o r m a t i o n t o l e g i s l a t o r s about DOT proposals t o improve t h e q u a l i t y o f government s e r v i c e s t o t h e general p u b l i c i n t h e area o f t r a n s p o r t a t i o n .

S t a f f

i S t a f f

Ames

Ames

$18,580 100% s t a t e

180 100% s t a t e

Service

Traffic Accident Data

Recovery of Damages

Claims

Contested Appeal Cases

Description and Purpose

Summaries of t r a f f i c accident data a r e furnished d i r e c t l y t o public agencies without charge. The response t o , non-pub1 ic groups o r individuals is furnished fo r a nominal fee through General Counsel. Information is avai lab1 e for e i the r roadway segments or spot locations within the most recent ten-year period.

Recovery of damages to DOT f a c i l i t i e s involves a determination of who is responsible and the amount of the loss. This generally involves contact with the individual and negotiation of settlement terms.

General claims aga ins t the DOT a r e received from the public. investigated. and sen t t o t h e S t a t e Appeal Board w i t h appropriate recommendation. The public i s a l so advised and furnished forms when f i l i n g t o r t claims. Accident investigation, involving public contact. i s conducted in the s i tua t ion where there i s potential fo r t o r t claims against t he S ta t e of Iowa. Similar investigations can take place to gain information from witnesses once a t o r t claim enters the l i t i g a t i o n stage.

Contested appeal cases may involve an exchange of information with the appealing party. These a r e cases involving d r i v e r ' s l i cense revocation.

BUREAU OF TRANSPORTATION SAFETY

Provider Network

Staf f Ames

Staf f

S ta f f

S ta f f

Ames

Ames

Ames

F/Y Exp.

$3 . 300

$41,900

$244.800

$80.700

Funds

100% s t a t e

100% s t a t e

100% s t a t e

100% s t a t e

PLANNING AND RESEARCH DIVISION

Service

Rec r ea ti o na 1 T ra i l s Program

' RISE Program

Traf f ic Safety Fund

Traf f ic In formation

Description and Purpose

Created by the Iowa Legislature i n 1987 to a s s i s t i n acquiring. developing, promoting and managing ex is t ing and new recreational t r a i l s for recreation and tourism a c t i v i t i e s . DOT i s responsible for development of a s t a t e plan and administration of standing appropriations for t r a i l projects . Created by the Iowa Legislature i n 1985 to a s s i s t economic development in Iowa through construction or improvement of roads and s t r ee t s . DOT i s responsible fo r administrqtion of fund applications and awards.

In 1987, the Iowa Legislature provided t h a t 112 of one percent of Iowa's Road Use Tax Fund be used fo r t r a f f i c s a fe ty improvements or s tud ies on public roads unde r county, c i t y , o r s t a t e ju r i sd ic t ion . DOT i s responsible fo r administration of the fund applications and awards.

Traf f ic surveys a r e made annually by t h e DOT t o determine the use and condition of public highways. for pro jec t p r io r i ty programing. improvement design, and FHWA s t a t i s t i c a l reporting purposes. There a re a l so many requests from the pr iva te sector for t r a f f i c i nforma tion.

T h i s information i s used

Provider Network

S ta f f agreements with AmesIDistrict c i t i e s . counties and non- Off i ces p r o f i t organizations.

S t a f f agreements w i t h c i t i e s and counties.

S t a f f agreements w i t h c i t i e s and counties.

S ta f f

AmesIDi s t r i c t Offices

AmesIDistrict Offices

Ames

F/Y Exp.

$75,000

$1 mill ion (program)

$250 .OOO

$25 mil 1 ion (program)

$18,000

$3.5 million (program)

$15,000 (cos t of data co l lec t ion not included)

F u n d s

100% s t a t e

100% s t a t e

-

*HPR e l i g i b l e (85% federal ) 64% s t a t e 36% local

100% s t a t e

100% s t a t e

HPR el i gi bl e (85% federal )

*Highway Planning and Research

I

...

Five- Year C a p i t a l Improvement Program

Urban and Regional P lanning

Pub1 i c Hearings

D i s t r i c t Transpor- t a t i o n Planners

Th is i s a d u t y o f the T r a n s p o r t a t i o n S t a f f Cominission def ined by Code Sec t ion 307A.2(12). Pub l i c i n p u t i s obta ined d u r i n g Commission meetings h e l d a t v a r i o u s l o c a t i o n s around t h e s t a t e and i s s o l i c i t e d from c i t i e s and c o u n t i e s each year. The p lan i s updated annual ly .

Nineteen reg ional /metropol i t a n p lann ing S t a f f agencies have organized t o c o o r d i n a t e p lann ing and o t h e r p u b l i c s e r v i c e a c t i v i t i e s f o r t h e i r c o n s t i t u e n t s . DOT t e c h n i c a l s t a f f work w i t h these agencies t o o b t a i n t h e i r i n p u t f o r t r a n s p o r t a t i o n p lans and programs.

One o r more meetings a r e h e l d t o rev iew highway p r o j e c t development p lans and environmental assessments, p r o v i d e i n f o r m a t i o n t o t h e a f f e c t e d pub l i c . and o b t a i n t h e i r i n p u t and feedback. These a r e a d v e r t i s e d i n t h e l o c a l media f o r each p r o j e c t .

L i a i s o n f o r DOT p r o j e c t p l a n n i n g and programming i s a v a i l a b l e i n each o f t h e s i x d i s t r i c t DOT o f f i c e s . T h i s i s the p o i n t o f f i r s t c o n t a c t f o r response t o ques t i ons from the p u b l i c about p r o j e c t p lans and programs.

Contracts w/MPOs

S t a f f

S t a f f

Ames/ D i s t r i c t O f f i c e s

AmesIOi s t r i c t O f f i c e s

Ames/Di s t r i c t O f f i ces

D i s t r i c t O f f i c e s

$1 0,000 *HPR e l i g i b l e (pub1 i c c o n t a c t o n l y ) (85% federa l )

$2 13,000 HPR e l i g i b l e (85% federa l ) 100% federa l

$164,000 HPR ( p u b l i c l i a i s o n o n l y ) e l i g i b l e

fede ra l ) (85%

$51,000 HPR e l i g i b l e (85% f e d e r a l )

*Highway Planning and Research

HIGHWAY DIVISION

Service Description and Purpose

Highway Highway improvement a c t i v i t i e s which Improvements a re planned for primary and i n t e r s t a t e

highways in accord w i t h the five-year Transportation Improvement Program.

Su b-programs/serv ices

Roadway Des i gn

Br idge Design

Right of Way

Contract- ing for Highway Projects

Preparation of designs and plans for highway improvement projects. Includes gathering preliminary f i e ld survey information, preparing concepts and a l t e rna te alignment s tud ies and estimates, conducting f i e ld reviews during early design. investigating so i l cha rac t e r i s t i c s , and par t ic ipa t ing in pub1 i c meetings and hearings.

Preparation of designs and plans fo r b r i d g e s and cu lve r t s on highway' improvement projects. Includes performing i n i t i a l investigations and analysis of watersheds, determining s i z e and type of s t ruc tures and preparing final design plans.

Acquire r i g h t of way fo r highway projects. Includes determining r igh t of way needs, property surveys and determination of ownership, preparation of p l a t s and descr ip t ions , appraisals, acquisit ion of needed land and improvements by cont rac t o r condemnation, providing re1 oca t i on a s s i stance, and managing and disposing of excess property.

Provider Network F/Y Exp.

Ac t iv i t i e s related to a highway improvement program of approximately $300 mill ion per year a re described below.

S taf f

Consultants

S ta f f

Consu 1 tan ts

Staf f

Hold l e t t i n g s and award contracts for S ta f f highway projects. Includes preparing contract documents, evaluating contractors ' qua1 i f i ca t ions and issuing bidding proposals, scheduling and holding l e t t i ngs and awarding contracts.

Anes

Ames

Ames

Ames

$7 mill ion

$6.4 million

.$2.7 million

$2.1 mill ion

$3.6 mill ion

$1.0 million

F u n d s

100% s t a t e

100% s t a t e

100% s t a t e

100% s t a t e

100% s t a t e

100% s t a t e

Contractor EEO Compliance

Contractor EEO Supportive Service

Af f i rm- a t ive Action Equal Employ- Ment Opport- unity

D i sadvan- taged Bus i ness Enterprise Program

Contract Admi n i s- t r a t ion

(DBE)

Conduct home o f f i ce and job-s i te reviews, review and approve contractor t ra in ing programs, resolve d i scrimi na t ion complaints.

Provide counseling t o t ra inees , aid contractors in supporting trainees and develop r e fe r r a l l i s t s of avai lab1 e trainees.

Estahl ish goals and objectives, provide general coordination and scheduling, secure overall program measurements and provide deficiency resolutions, develop and present t ra in ing programs, obtain external compliance reviews and a s s i s t with internal reviews. Review and approve external party and/or departmental action plans, maintain l i a i son and counseling w i t h o f f i ce s and external associations and organizations w i t h regard to the requirements of the program.

Establish goals on highway projects and encourage par t ic ipa t ion by D B E ' s i n federal -ai d highway contracting opporuntit ies. Conduct on-site reviews and audits to determine c e r t i f i c a t i o n el i gi bi 1 i ty.

Administer cont rac ts for highway improvement and maintenance projects. Provide survey, inspection to assure compliance with plans and spec i f ica t ions , progress payments, approval o f change orders, acceptance and measurement of completed work and processing o f f ina l payment to contractors. Provide fo r detours and haul roads according to need and pol ic ies .

Included in "Contracting fo r Highway Projects"

Included i n "Contracting for Highway Projects"

Included in "Contracting fo r Highway Projects"

Included in "Contracting for Highway Projects"

S taf f Funes/Di s t r i c t s f Resident O f f ices

$19.6 m i 11 ion

$275 mill ion (program 1

100% s t a t e

Material s

Research

Local Governments

Provide d i r ec t ion, consul a t ion , and specialized t e s t ing services to assure the maximum quality of construction and maintenance materials available through research, t e s t ing and evaluation. Audit projects for contract materials colnpl iance and c e r t i f y compl iance to FHWA when federal funds a r e involved.

Formulate research and development needs, f a c i l i t a t e the operation of the Highway Research aoard, provide fo r evaluation o f new products and fea tures , d i r e c t projects and development agreements with external research organizations to assure the maximum qua l i ty of construction and maintenance mater ia l s and methods.

Provide 1 iaison between the department and Iowa counties, c i t i e s and urbanized areas. T h i s includes a s s i s t i ng w i t h s t a t e and federal programs, coordinating planning, development and construction of pro jec ts consistent w i t h the s t a t e t ranspor ta t ion plan and providing numerous other services.

Sub-proqrams/serv ices

Secondary Roads federa l -a id , s ta te -a id and Farm-to-Market

Administer a program which a l loca te s

funds equitably among counties and iiioniiors avaiiabiifty o f the funds wnen needed. Review county-prepared location and design study reports, environmental statements and project plans for compliance with federal requirements and design c r i t e r i a . Review and recommend action on resolutions t o county boards of supervisors for construction projects or revisions to federal-aid secondary system.

S ta f f

Included i n "Materials"

S taf f

Included in "Local Governments"

Ames/Di s t r i c t Offices

Ames/District Offices

$7.3 million

$0.8 million

100% s t a t e

100% s t a t e

Urban Systems

Integrated Roadside Vegetation Mana geinen t

Highway Maintenance

Administer the federal-aid to urban system and urban-state t r a f f i c engineering programs and o ther federal-aid o r state-aid highway programs for c i t i e s and urbanized areas. Assist cities w i t h the development of federal-aid pro jec ts by providing ins t ruc t ions , guide1 ines and t ra in ing to assure maximum fed era 1 r e i m bu r semen t . Administer a statewide integrated roadside vegetation management plan; coordinate t h e a c t i v i t i e s and functions of the plan; maintain l i a i son with and provide advice to the department, the Department o f Natural Resources, counties and c i t i e s and t o local community-based groups; develop and provide educational programs and materials.

Provide for sa fe convenient and e f f i c i e n t highway t rave l , p ro tec t the p u b l i c investment i n the highway system and o f f se t the e f f ec t s of weather, organic growth, de te r iora t ion , t r a f f i c wear and damage.

Sub-proqrams/services

Highway Provide planning, policies, t ra in ing and Maint- enance qualj ty c f highway maintenance. Moi i i tor Admi n- and evaluate performance to determine i s ra t ion cos t effectiveness and productivity and

to assure uniform compliance w i t h po l ic ies and procedures.

methods r e l a t ing to performance and

Included in "Local Governments"

Included in "Local Governments''

Act iv i t ies re la ted t o maintenance o f the 10,000 mile highway system a r e described below:

S taf f Arne s $1.2 million 100% s t a t e

Roadway M a i n t a i n pavements, shoulders, b r i dges and R igh t and o t h e r f a c i l i t i e s f o r safe and o f Way convenient t r a v e l and t o p r o t e c t t h e Maint - pub1 i c ' s investment. Con t ro l ena nc e roadside vege ta t i on and m a i n t a i n

drainage. by others, i n c l u d i n g u t i l i t y accommodation.

Prov ide f o r highway t r a v e l under

es tab l i shed p o l i c i e s and procedures.

Prov ide and m a i n t a i n highway s i g n i n g t o guide, warn and r e g u l a t e mo to r i s t s .

Regulate use o f r i g h t o f way

Snow and I c e adverse w i n t e r c o n d i t i o n s by pe r fo rm ing Con t ro l snow and i c e c o n t r o l i n accord w i t h

T r a f f i c D i r e c t i o n and Con t ro l

Rest Areas convenience and safety .

M a i n t a i n r e s t areas f o r m o t o r i s t s '

B r i d g e I n s p e c t br idges i n accord wi th I n s p e c t i o n es tab l i shed i n s p e c t i o n i n t e r v a l s , and i n i t i a t e necessary a c t i o n on b r idges Maint- found t o be inadequate f o r l e g a l loads, enance recommend needed maintenance, r e p a i r

and t r a f f i c r e s t r i c t i o n s t o assure motor i s t s ' s a f e t y .

Access Regulate and c o n t r o l highway access Contro l t o p rov ide e f f i c i e n t and safe highway

o p e r a t i o n and t o u t i l i z e t h e f u l l p o t e n t i a l o f t he highway investment. Advise developers and general p u b l i c on access po l i cy ; i s s u e access pe rm i t s i n accord w i t h p o l i c y .

w i t h a c t i v i t i e s such a s promotion o f t h e program, a d v i s i n g i n t e r e s t e d groups and i n d i v i d u a l s , i s s u i n g permits, e r e c t i n g s igns and d i s p o s i n g of c o l l e c t e d 1 i t t e r .

Adopt-A- Admin is ter t h e Adopt-A-Highway program Highway Program

S t a f f

Con t rac ts

S t a f f

S t a f f

S t a f f

S t a f f

D i s t r i c t O f f i c e s / $30.2 m i l l i o n Maintenance Residencies

$13.0 m i 11 i o n

D i s t r i c t O f f i c e s / Maintenance Residencies

$17.8 mi 11 i o n

D i s t r i c t O f f i c e s / $17.1 m i l l i o n Maintenance Residencies

D i s t r i c t O f f i c e s / Maintenance Residencies

Ames /O is t r i c t $1.4 m i l l i o n O f f i c e s

$2.1 m i l l i o n

Inc luded i n "Highway Maintenance A d m i n i s t r a t i o n "

S t a f f and vo lun tee rs Ames/Di s t r i c t $0.5 m i l l i o n O f f i c e s / Maintenance Residencies

100% s t a t e

100% s t a t e

100% s t a t e

100% s t a t e

100% s t a t e

100% s t a t e

100% s t a t e

Service

Create dr iver improvement l ists for commun i t y col1 eges.

Provide information on driving records, suspensions, probations, l i cens ing and e lder ly dr iver programs.

Provide i n f o n a t i on on child passenger sa fe ty and sea t be1 ts . Pub1 i c Awareness Program

Office of Driver Services

Description and Purpose

Provides for the review of d r i v e r records for habitual and serious violators and r e fe r s individuals for dr iver improvement c l a s s i n l i e u of suspension. T h i s i s provided by Administrative Rule - 600.13.

Respond t o requests for information from the pub l i c . Contacts a r e by mail, phone o r i n person.

Providing public information on passenger sa fe ty and sea t belts such as proper use, exemptions from law and survey s t a t i s t i c s . Measure the effectiveness of f ede ra l / s t a t e laws concerning these issues.

MOTOR VEHICLE D I V I S I O N

Provider

S ta f f

S t a f f

S t a f f

Program to keep the public a l e r t to S ta f f t r a f f i c s a fe ty issues. Respond to community requests for items such as fi lm loans, 1 i terature/brochures, sa fe ty decals, key chains, coloring books, pencils, and c l ips .

Network

Ames/Des Moines

Ames/Des Moines

AmesIDes Moi nes

Ames/Des Noines

F/Y Exp.

Exp. information for this o f f i ce i s noted by cos t

, cen ters . Please see attachment for breakdown by do1 1 ars. 4340

4305 4310 4320

4340 4331-35

4340

4340

Funds

100% s t a t e

-

100% s t a t e

100% s t a t e

100% s t a t e

Provide The department i s requ i red by Code S t a f f s t a t i s t i c a l i n f o r m a t i o n t h i s s t a t i s t i c a l i n format ion. on occupant r e s t r a i n t , a lcohol /drugs, speed, motor- c y c l e he1 met use. school bus safety, pedest r ian, " L i f e T o l l " and f a t a l i t i e s .

Respond M a i n t a i n t h e p u b l i c awareness on t r a f f i c S t a f f t o media contacts . spec ia l c a r e should be taken such as

321.272 t o publ ish, a t l e a s t annual ly .

s a f e t y i ssues e s p e c i a l l y a t t imes when

w in te r , ho l idays, back-to-school, e tc . A l so p r o v i d e d a i l y updates t o t h e enforcement comaunity on f a t a l aoc idents . Examples o f i n f o r m a t i o n prov ided a r e year- t o - d a t e and/or weekend f a t a l i t i e s , occupant r e s t r a i n t / m o t o r c y c l e he lmet usage, speed, " L i f e T o l l " i nforma t ion, a1 cohol/weather r e 1 a t e d acc iden ts and t r u c k acc idents .

Respond t o requests f o r hearings, s c h e d u l e d reschedules hear ing dates, and answer i n q u i r i e s concern ing hea r i ng decis ions, motor v e h i c l e law, l i c e n s i n g i n forma t i o n , ! i f t n o t i c e s and the appeal process.

Iowa Code Chapter 17A p rov ides each person t h e r i g h t t o due process.

S t a f f

Ames /Des Moi nes

Ames/Des Moines

Ames /Des Moi nes

4331 4340

4340

4340

100% s t a t e

100% s t a t e

100% s t a t e

Issue suspensions, work permi ts and amendments t o work permi ts , 1 i f t n o t i c e and SR-22 requests.

Conduct in formal se t t l emen t hearings.

I t i s r e q u i r e d by law t o take quick, e f f e c t i v e remedial a c t i o n aga ins t a d r i v e r who has demonstrated i n a p p r o p r i a t e d r i v i n g behavior.

S t a f f AmesIDes Moines 4332-34 4340

-~~ ~

100% s t a t e

Prov ide a l l a f f e c t e d d r i v e r s an S t a f f o p p o r t u n i t y t o present t h e i r case t o t h e department f o r a f a i r and unbiased review.

I ssue Each o f these t ransac t i ons i s r e q u i r e d S t a f f suspension1 by t h e Code t o p rov ide e f f e c t i v e l i f t / 1 i c e n s i n g s e r v i c e t o t h e pub1 i c . recess ion n o t i c es , clearance 1 e t te rs , c e r t i f i ed d r i v i n g reco rds , SR-22 no t i ces , temporary d r i v i n g pe rm i t s and extensions.

Respond t o i n q u i r i e s concern ing d r i v i n g records, acc iden t r e p o r t i ng , compl i ance requirements, f i n a n c i a l responsi b i l i t y and motor v e h i c l e law.

P rov ide t h e p u b l i c w i t h c u r r e n t i n f o r m a t i o n so t h a t d r i v e r 1 icens,e requi rements can be b e t t e r understood.

S t a f f

AmesIDes Moi nes F i e l d Loca t ions

AmesIDes Moines

Amesl Des Moi nes

4340

4332-34 4340

4305 4320 4333

100% s t a t e

100% s t a t e

100% s t a t e

Coll ec t The Code provides tha t t h e department S taf f transaction will make records ava i lab le to the public fees and a t a prescribed fee. i s u e receipts.

Hai n t a i n driver dr iver l icense actions and requests fo r record f i l e fo r law enforcement and the public. 1.95 mi l l ion dr ivers , 130,000 problem driver f i l e s , 75,000 accident f i l e s , and 1 m i 11 ion annual driver 1 icense applications.

Provide necessary records base fo r a l l

d r iver records by government agencies,

S ta f f

Driver License Compact

Non- residen t Y i ol a t o r Compact

fa ta l Accident R e p r t i i ig system ( FARS)

Provide fo r i n t e r s t a t e exchange of dr iver l icense, conviction and suspension/revocation records.

Provide for i n t e r s t a t e processing of unsatisfied c i t a t ions and o f f e r Iowa motorist the a b i l i t y t o avoid bond or a r r e s t detention when issued a c i t a t i o n in another s t a t e .

Provide detailed information on Iowa S ta f f f a t a l motor vehicle accidents t o nations: d a t a base used t o s u p p o r t research for t r a f f i c s a fe ty on a s t a t e and national level.

S t a f f

S t a f f

Ames/Des Moi nes 4333

4331-35 Ames/Oes Moi nes

h e s l o e s Moi nes 4333

AmeslDes Moines 4334

Ames/Des Moines 4331

100% s t a t e

100% s t a t e

100% s t a t e

100% s t a t e

100% federal

Adminis ter Ensure t h a t persons meet t h e s t a t e ' s S t a f f v i s ion , w r i t t e n , and requ i red i n Iowa Code. o r a l know1 edge exams, d r i v i n g exams and r e - examinations t o i n d i v i d u a l s , d r i v e r educat ion groups and Commerci a1 D r i v e r ' s L icense (CDL) groups.

I ssue d r i v e r s D r i v e r l i c e n s e s a r e i ssued t o Iowa S t a f f l icenses, c i t i z e n s acco rd ing t o Code requirements temporary t o p rov ide t h e c i t i z e n t h e proper l i c e n s e and documentation o f t h e e l i g i b l e d r i v i n g suspension p r i v i l e g e . L i cense issuance inc ludes n o t ices. a p p l i c a t i o n processing, photos, and

fee c o l l e c t i o n .

I ssue These c r e d e n t i a l s a r e i ssued t o t h e S t a f f handicapped pa rk ing i d e n t i f i c a t i o n . permi t s , photos f o r gun permi ts and c i t y l county1 s t a t e employee I.D.

requirement f o r l i c e n s e issuance as

p u b l i c i n o r d e r t o p r o v i d e them proper

F i e l d Loca t ions

F i e l d Locat ions

Field Loca t ions

4310

4310

4310

i'

100% s t a t e

100% s t a t e

100% s t a t e

Respond t o Prov ides c u r r e n t i n f o r m a t i o n t o t h e S t a f f i n q u i r i e s pub1 i c concern ing a mu1 t i t u d e o f concern ing d r i v e r 1 icense issues. l i c e n s i n g procedu r es/ requirements, schedul i ng , r e g i s t r a t i o n , sea t b e l t exemptions. handicapped pa rk ing , medical a l e r t / organ donor programs, vo te r r e g i s t r a t i o n and i l l i t e r a c y programs. Conduct s a f e t y d r i v e r pres en t a t i o ns/ d r i v e r programs f o r community o rgan iza t i ons .

I ssue n o t i c e s Prov ide t i m e l y problem r e s o l u t i o n and S t a f f and respond e r r o r c o r r e c t i o n . T h i s insures t h e t o i n q u i r i e s enforcement community has the b e s t concern ing # a t i onal D r i v e r Reg is te r (NDR), bad checks, i ncorrec t s o c i a l s e c u r i t y numbers, f raud cases and e r r o r c o r r e c t i o n s .

i n f o r m a t i o n p o s s i b l e on d r i v e r records.

Ames/Des Moines F i e l d Locat ions

AmesIDes Moi nes

4310

4310

100% s t a t e

100% s t a t e

Respond to i nqui r i es concerning 1 icense procedures/ requirements/ schedules, Motor Vehicle law, financial responsi bi 1 i t y and medical review board cases.

Coordinate grou P t es t ing a c t i v i t i e s for driver education and Commercial Driver' s License (CDL) groups.

I nforma t i on Center

Provide current information to the S taf f publ i c concerning dr iver 1 icense issues.

Group t e s t ings a r e held t o be t t e r accommodate the public and to control overcrowding in most driver l icense s ta t ions .

S ta f f

Operate a ca l l - in information center t h a t provides general information t o the public to a s s i s t in their needs. Respond to publ i c contacts concerning dr iver records, l i cens ing/ reg is t ra t ion , f inancial respons ib i l i ty information, general information on other motor vehicle areas.

S ta f f

Ames/Des Moi nes 4310

Ames/Des Moi nes 4305 Some Field Locations 4310

AmesIDes Moi nes 4340

100% s t a t e

100% s t a t e

100% s t a t e

Attachment

The services l i s t e d for the Office of Driver Services are provided by d i f fe ren t work units within the of f ice . Each work uni t provides more t h a n one service. Work U n i t w i t h the cost centers noted.

The following breakdown o f budget i s by

Driver Services Cost Centers/Work Units:

4305 4310 4320 4331 4332 4333 4334 4335 4340

Adm i n i s t r a t i o n Examiner's Office Support Services Data Entry Ac c i d en t Pub1 i c Service Sanctions File Safety & Improvement

$ 536,878 5,489,512

392,693 448,698 372,271 503,365 345,909 945,106

928,228 -

Office of Vehicle Registration

Description and Purpose

To regulate the sale of vehicles and prevent dishonest persons from ' engaging in the business of sell ing or dealing i n motor vehicles offered re ta i l .

Service

Issuance of a license to any person engaged in the business of buying, sel l ing or exchanging vehicles with an esta bl i shed place of business.

Issuance of manufacturer and factory representative 1 icenses.

Issuance of ,notor vehicle leasing 1 icenses.

Rate book l i s t i n f orma t i on.

High car exempt ions denials.

To regulate persons engaged in the business of fabricating or assembling motor vehicles and persons who represent manufacturers for the purpose of promoting the sa le of motor vehicles.

To license persons in the business of leasing motor vehicles for use by others for compensation, for a period of more t h a n 60 days.

To provide a l i s t of a l l annual and prorated fees on a l l makes and models of passenger- type vehicles.

To regulate the al terat ion or modication of vehicle heights when measured on a level surface and t o provide exemptions from these measurements.

Provider

Staff

Network

Ames/Des Moines

F/Y Exp.

$168,356

Funds

100% s t a t e

\ /

Issuance o f red /b lue 1 i g h t emergency pe rm i t s o r c e r t i f i cates o f des ignat ion.

Def i ne standard of transparency f o r t i n t e d windows and da rk window exemptions.

Compil e and ma i n t a i n motor v e h i c l e s a f e t y equ i w e n t standards.

Issuance o f undercover (dummy o r c o n f i d e n t i a l ) p l a t e s f o r 1 aw enforcement.

Issuance o f permanent and temporary handicapped . levices.

To p rov ide permi ts f o r p r i v a t e l y owned ambulances, f i r e , rescue o r d i s a s t e r v e h i c l e s t h a t des ignate them as au tho r i zed emergency v eh i c l es .

Provide fede ra l r e g u l a t i o n standards rega rd ing the amount o f l i g h t t ransmi t tance a l lowed f o r windows and exemptions f o r l i g h t s e n s i t i v e cond i t i on s.

Provide approval f o r motor v e h i c l e equipment when fede ra l motor veh'icle s tandards have n o t been issued and seek compliance w i t h a p p l i c a b l e f e d e r a l motor v e h i c l e s a f e t y standards. Also i n v e s t i g a t e and impose sanc t i ons when v i o l a t i o n s a r e determined.

Order r e g u l a r r e g i s t r a t i o n p l a t e s f o r peace o f f i c e r s i n t h e enforcement o f the l a w i n l i e u o f the o f f i c i a l s t a t e p l a t e when approved i n c o n j u n c t i o n wi th t h e Department o f P u b l i c Safety.

P rov ide approval f o r and i s s u e hanging pa rk ing dev ices f o r persons who, because o f a d i s a b i l i t y o r impairment, meet t h e new d e f i n i t i o n f o r handicapped.

\ I

S t a f f Ames/Des Moines F i e l d Locat ions (DL s t a t i o n s )

$306,582 100% s t a t e

Issuance o f spec i a 1 pi a tes.

Proc ssing of vehicle reg is t ra - t ion refunds.

Official reg is t ra t ion / t i t l e and p la te issuance.

T i t l e bonding procedures.

Provide application, approve issuance a n d order special p la te t h a t can be secured when current county issued p la te i s turned i n to county t r easu re r ' s office. This includes Purple Heart, co l leg ia te , amateur radio ca l l l e t t e r , National Guard, Pearl Harbor, POW, Congressional Medal of Honor, disabled veteran, personal i zed and imp1 ied consent.

Approve o r deny requests fo r refund or unexp i red vehicle r eg i s t r a t ion fees when i n accordance w i t h code requ i remen ts.

F u r n i s h , f r ee of charge, dist inguishing p la tes for exempted vehicles owned or leased f o r a period of 60 days or more by the government ( s t a t e , counties, and municipali t ies) and schools and used i n the transaction of o f f i c i a l business.

Provide a condition under which the county treasurer/department may i ssue a t i t l e c e r t i f i c a t e for a vehicle where ownership may be unknown o r the county treasurer/department i s not s a t i s f i e d a s t o whether there a re any undjsclosed secu r i ty in t e re s t s . deposit of cash may be f i l e d w i t h the department.

A bond o r a

Ames/Des Moines

Official notice of revocation for l i cense plates/ regi s t r a t i on and o r t i t l e for individual s who have in su f f i c i en t fund accounts.

Abandoned vehicle processing .

Issuance o f a l l necessary reg is t ra t ion1 t i t l e forms.

Vehicle reg is t ra t ion process.

Law changes.

5 t a t i s t i cal i n forma t i on of a l l vehicles cur ren t ly p-egi s te red i n Iowa.

Di s honor ed check procedure tha t allows for a revocation action i f person does not pay f ee due.

A process police a u t h o r i t i e s use to ident i fy , take in to custody and dispose of unlawfully parked vehicles.

Provide forms necessary t o complete r eg i s t r a t ion and t i t l i n g procedures a t county and s t a t e l eve l .

Provide information to c i t i zens concerning a l l s teps necessary to r eg i s t e r and t i t l e a vehicle i n Iowa.

Provide l eg i s l a t ive changes/rule changes a n d copies of new and cur ren t laws t o public, county t reasurers , and other agency personnel.

Provide annual f l e e t summary and breakdown by county of a l l registered vehicles t o a l l in te res ted par t ies .

t

AmesIDes Moi nes and County Treasurers

AmesIDes Moines I

J u n k i n g c e r t i f i c a t e s and re ins ta te - ment of ti t le/ l icense p la tes and hearing provisions.

Vehicle s e l e c t s by magnet i c tape . Vehicle repossess i o n .

T i t l e h i s to r i e s of vehicles by VIN. p la te number and owner's name.

Soci a1 secur i ty checks for s t a t e agencies.

Parking viol a t i on/ p l a t e and ownership checks by law enforce- ment personnel.

Allow for a t i t l e t o be re ins ta ted a f t e r i t has been junked i f i t meets Code requirement. i f i t does not.

Also allow f o r a hearing

Provide for vehicle information to be sorted from the data base and p u t on magnetic tape fo r customer use.

Information provided t o secu r i ty in t e re s t holders, county t reasurers and the public concerning t r ans fe r of a vehicle by operation of law.

Method of tracking vehicle and ownership information i n data base to determine number of vehicles a person has or number o f times a vehicle has been transferred.

r'

Service ava i lab le t o other agencies, providing names and social secur i ty numbers for match-up i n established agency programs.

Provide current/ownership information for investigative purposes.

S ta f f Amesf Des Moi nes $1 89,64 2 100% s t a t e

Service

Federal Motor Carrier Safety Regu 1 a t i ons

Office of Motor Vehicle Enforcement

Description and Purpose

Regulations adopted by Iowa to improve highway safety directed a t commercial vehicle industry, both intra-and interstate.

Administer the program which includes:

Driver qualification - physicals and drug testing and commercial driver license.

Pre-trip inspection o f commercial v eh i cl es ' safety requ i remen ts : annual inspection, lighting, brakes, t i res , frames, and a l l other safety- re1 a ted equi pmen t . Hours of service for drivers, i.e., log books (noting exemptions for some drivers per Code Section 321 -445).

Out-of-service c r i te r ia on vehicles.

Hazardous material transportation CFR parts 100-177 and 180 inclusive, i .e., shipping papers, placarding, emergency response requirements (notify exemptions per Code Section 321 -450).

Con ict commercial vehicle safety inspections and take enforcement action. When appropriate, issue citation or warning and place driver and/or vehicle o u t o f service.

Conduct d r u g audits.

Provider

S t a f f

Network

Statewide

F/Y Exp.

$1,397,480

Funds

100% s t a t e

-

Commercial Vehicle Dimension En forc emen t

Intra, In t e r s t a t e Travel Authority, Licensing Fuel Tax, and Trip Permits

Assist other law enforcement agencies investigating commercial vehicle accidents upon request.

Develop annual Motor Carrier Safety Assistance Program budget fo r DOT.

Upon request, provide t ra in ing and education to other law enforcement agencies, industry, and in te res ted groups.

Develop, i n consultation w i t h affected groups, Admi ni s t r a t i ve Rules necessary fo r the program.

Educate/inform/enforce commercial motor vehicle dimension laws (including weight, height, length, and width). Detection of overweight commercial vehicles through the use of roving patrol and fixed sca l e operations to protect Iowa's highways and the motoring pub1 ic. T h i s includes:

o Explaining weight r eg i s t r a t ion i s sue for s ing le and combination u n i t s .

o S ta f f ing fixed scales.

o Performing patrol a c t i v i t i e s t o iden t i fy overweight trucks bypassing scales or i n a reas where no sca les exist.

A process established by law to ensure t h a t commercial vehicle c a r r i e r s , both in t e r - and in t r a s t a t e , have complied with mandated requirements and submitted proper fees to conduct business in Iowa. T h i s includes answering questions a s t o when, how, why and where and enforcement a t fixed scales and patrol.

/

Sta f f Statewide $3,854,627

\ I

100% s t a t e

Over- Vehicle or vehicle configuration dimensional exceeding legal l imi t s established by 1 oads law, thereby requiring a permit for

movement on Iowa's highways. Work with Motor Carrier Services, Highway, and Bridge Design o f f i ces and Resident Mai ntenance/Construct ion engineers r e l a t ive to weights, truck configurations, and routing and provide law enforcement escorts.

Vehicle Process established by law i n which a l l Registration vehicles a re registered and t i t l e d .

T h i s includes:

v

o Reconstructed and spec ia l ly constructed vehicles.

o Bonded t i t l e procedures. o General questions i n regard t o

t i t l e t ransfers , vehicle reg is t ra t ion , and l icensing.

reg is t ra t ions .

and locations.

o Restricted vehicle

o Vehicle iden t i f i ca t ion numbers

o Licensing procedures on grey

o Conduct investigation i n a l l areas ident i f ied or a s s i s t the public i n following the established process.

market vehicles.

Statewide 1 i

100% s t a t e

Salvage V e h i c l e Program

P r o t e c t i o n o f t h e p u b l i c by r e q u i r i n g wrecked motor v e h i c l e s p a i d o f f by an insurance company o r purchased by a dea le r t o be issued a sa lvage t i t l e . Component p a r t rev iews a r e then conducted on v e h i c l e s f i v e years o l d o r l e s s t o determine t h e e x t e n t o f damage r e s u l t i n g i n some v e h i c l e s be ing issued a sa lvage brand s t i c k e r f o r t h e l i f e o f t h e v e h i c l e . V e h i c l e t h e f t examinations a r e conducted on a l l salvage v e h i c l e s f o r c o n t r o l o f s t o l e n p a r t s . T h i s inc ludes:

o Answering d i r e c t quest ions r e l a t i n g t o component p a r t rev iews and v e h i c l e t h e f t examinations.

o Future t i t l i n g procedures and v e h i c l e b rand ing on b o t h Iowa and f o r e i g n t i t l e s .

and v e h i c l e t h e f t examinations. o Per forming component p a r t reviews

o A s s i s t i n g ILEA i n teach ing

o R e s p o n s i b i l i t y f o r a d m i n i s t r a t i o n o f program, i.e., a d m i n i s t r a t i v e ru les, o f f i c i a l recordkeeping and o t h e r tasks.

c e r t i f i c a t i on school s .

o Providing a l l forms t o law agencies author ized t o conduct component p a r t reviews and veh ic le t h e f t examinations.

Dea 1 er Process, establ ished by law, by which Licensing a l l new and used automobile, mobile

home, o r t r a v e l t r a i l e r dealers are i n i t i a l l y l i censed and required t o comply. This includes:

o How t o become a dealer, inc lud ing a l l requirements under Iowa Code and Admin is t ra t i ve Rules.

o I n q u i r i e s from dealers about f a i r permits, dealer plates, demonstration permits. extension l o t s and general questions,on compliance w i t h laws and rules.

Conducting on-s i te review on auto dealer appl icants.

Conducting dealer aud i ts t o ensure compl iance.

Conducting i nves t i ga t i on on pub1 i c complaints.

o

o

o

To prevent o r de tec t the w i l l f u l misrepresentation o f a veh ic le mileage t o i n f l a t e the the purchase p r i ce t o unsuspecting Iowa consumers and misuse o r misrepresentat ion of Iowa t i t l e s , reg i s t ra t i ons , o r l i cense p la tes f o r personal gain. This includes:

o Inves t i ga t i ng odometer tampering and f raudu len t d isc losure s t a t emen ts.

Odometer and Vehicle Fraud

Answering general quest ions rega rd ing proper format t o c e r t i f y mileage, f i x broken odometers, r e p l a c e odometers.

Answering quest ions rega rd ing a u t h e n t i c i t y o f v e h i c l e t i t l e s , r e g i s t r a t i o n s , and o t h e r r e l a t e d documents.

Conducting i n v e s t i g a t i o n s and work w i t h Iowa A t t o r n e y Genera l 's o f f i c e i n p rosecu t ion o f cases.

Working w i t h o t h e r s t a t e s and t h e Na t iona l Highway T r a f f i c S a f e t y A d m i n i s t r a t i o n i n t h e conduct o f odometer i n v e s t i g a t i o n s . \ I

Office of Motor Carrier Services

Service

Issuance o f International Regi s tra t ion ?lan (IRP) vehicle regi s t r a t i on.

Issuance of fuel reg is t ra t ions and the col 1 ec t i ons of fuel taxes.

Issuance o travel authority reg is t ra t ions .

Issuance of oversize overweight permi t s .

Description and Purpose

The Internati.ona1 Registration Plan i s a r eg i s t r a t ion reciprocity agreement among s t a t e s of the United S ta t e s and provinces of Canada providing fo r payment of l i cense fees on the bas i s of f l e e t miles operated i n various jur i sd ic t ions .

International Fuel Tax Agreement i s to promote and encourage the f u l l e s t and most e f f i c i e n t possible use of the highway system by making uniform the administration, use and co l l ec t ion of motor fuel use taxes with respec t t o motor vehicle operated i n t e r s t a t e .

The purpose of the i n t e r s t a t e fuel l i cense i s for the co l lec t ion of fuel taxes from in t e r s t a t e motor vehicle operators when operating on Iowa highways when they a re based in ju r i sd i c t ions other than members of the IFTA agreement.

Travel au thor i ty r eg i s t r a t ion , permitting and l icensing is f o r t he purpose of reg is te r ing ICC regulated and exempt ca r r i e r s ; and the issuance of permits and c e r t i f i c a t e s t o c a r r i e r s operating motor vehicles w i t h i n Iowa and fo r the purpose of monitoring insurance on ca r r i e r s .

Permits may be issued for the transporting of a single a r t i c l e which exceeds s ta tu tory s i ze o r weight l imi t s o r both, and which cannot reasonably be divided or reduced to s t a tu to ry s i z e a n d weight l imi t s .

Provider

S ta f f

Network

Anes/Des Moines

F/ Y Exp.

$2,094 ,OOO* (See note next pa ge . )

Funds

100% s t a t e

-

Staff

S ta f f

S ta f f

Ames/Oes Moi nes

Ames/Des Moines

AmesIDes Moi nes

100% s t a t e

100% s t a t e

100% s t a t e

Issuance of special mobi 1 e equipment plates.

Issuance of temporary fuel permi ts.

The issuance of SME p la t e s and c e r t i f i c a t e s i s for i den t i f i ca t ion purposes only. designed or used for the transportation of persons o r property and inc identa l ly operated or moved over the highways.

Vehicles 1 icensed i n other j u r i sd i c t ions S taf f which travel infrequently i n Iowa and do not have a permanent fuel permit, may purchase a $12 temporary 72 hour fuel t r i p permit. T h i s allows them t o l ega l ly travel i n Iowa without a permanent fuel permit.

Staff

They a r e for equipment not

Ames/Des Moines

Ames/Des Moines

100% s t a t e

100% s t a t e

/

*These serv ices a r e provided by 36 individuals assigned to the Office of Motor Carr ie r Services. ( f i r s t en t ry ) , six employees a re assigned t o fuel (second en t ry ) , and f ive employees a re assigned to travel ( th i rd entry).

$250,000 is dedicated t o equipment and program rental and serv ice and transaction charges for IRP.

An additional e ight employees a r e assigned to IRP issuane

I * ' . I

, I . . %'$ ' September 26, 1991

STATEWIDE SKRVICE DKLIVERY TASK FORCE

September 27, 1991 - 1:00 P.M.

Hoover State Office Building 1st Floor Conference Room

Agenda

Discussion of Retreat -Scope of issue assigned to SSDTF

Report of Network Sub-Committee

Review of Agency Services

Presentation by Department of Transportation

Presentation by Department of Economic Development

Presentation by Department of Cultural Affairs

Selection of Areas for Additional Review

September 26, 1991 /

I I MARKET DRIVEN SKRVICB DELIVERY BOUNDARIES MODEL

CHARGE: To review the work of the 1987/88 Service Delivery Task Force and to develop regional boundary lines that are market driven.

o Reviewed work of Service Delivery Task Force of 1987/88 and the network boundaries they developed.

o Reviewed the final Department of Management's recommendation on network boundaries to the Governor.

- Used Ken Stone's Iowa County Surplus & Leakage for Retail Sales of potential sales) - Identified potential government service cen- ters

( X

- Used Inter-County Commuting - 1980 Census (Updated) - First cut identified government service centers and contiguous

ckunties (used two items above for assignment of counties with com- mon boundaries)

- Non-contiguous counties placed according to the two criteria above and proximity or other known patterns

o Departments' of Transportation, Employment Services, Public Health and Human Services staff reviewed their agencies' network development process for other factors that would enhance the product. industry were brought into the analysis and, for the most part, supported the decisions made. (used 1990 version) and commuting data to determine if changes had ocurred. (When new commuting data is released at the end of 1992, it should be re- viewed. )

Statistics related to the service

Attempts were made to obtain updated data on retail sales

Updated data was not significantly different.

o The Department of Management recommendation initially identified 11 service centers and-the sub-committee felt that the data supported the designation of 12. The original recommendation had 7 regions that were each sub-divided into two regions to give either 7 or 14 regions. The sub-committee believes that a market driven map would have 12 regions, one for each service center. The assignment of counties followed the same methodology as the original though some counties did end up in different service areas.

o The sub-committee recommends the attached Iowa map with indicated boundaries be used as an economic or market driven model and that state agencies use this to assess the viability of their service delivery boundaries from a mar- ket perspective. These boundar?es-are naturally ocurring and can be combined by agencies f o r developing individual service delivery areas.

SSDTF I

MARKET DRIVEN SERVICE AREAS - RECOMhlENDED

C ? . 14807

i " I I

1 !

MAINTENANCE GARAGE CONSOL IDATION PLAN SEPTEMBER 27, 1991

In January, 1989, a moratorium was placed on closing garages and a consul tant ,

Wilbur S m i t h Associates, was hired t o provide recommendations r e l a t i v e t o the

loca t ion and construct ion needs f o r highway maintenance f a c i l i t i e s within the

s t a t e o f Iowa. Two important consul tant conclusions were:

o "The level of highway maintenance serv ices now being provided by the

DOT can be matched o r improved u p o n , by operating l a r g e r , more

productive crews t h a t a r e based from an adequate maintenance

f a c i l i ty . "

o "The DOT does not need t o operate 138 maintenance f a c i l i t i e s .

suggests t h a t the proper number o f f a c i l i t i e s range from 70 t o

approximately 110. The exact number wil l depend on the organizational

s t r a t e g y chosen t o accomplish maintenance."

Analysis

The c o n s u l t a n t ' s report (copies a re ava i l ab le ) found t h a t about 50 percent of

the highway maintenance f a c i l i t i e s i n the s t a t e a re in need o f major

r e h a b i l i t a t i o n o r replacement due t o t h e i r s i z e , condi t ion, or both.

public meetings, the consul tant discovered t h a t the c i t i z e n s of Iowa expect a

In t h e i r

f a i r l y h i g h l eve l of service on the roads they t ravel

bel ieve the s t a t e i s cur ren t ly providing them with t h

w h i c h they expect t o continue. The p u b l i c a l s o was c

want any changes in the locat ion of the present f ac i l

In general , they

s high level o f service

ear t h a t they d o n o t

t i e s ; change t o the

c i t i z e n means lower l eve l s o f and l e s s responsive service as well as adverse

economic impacts on the communities which may lose t h e i r ex i s t ing Iowa DOT

maintenance f a c i l i t y .

The consultant went on t o s t a t e t h a t the larger number of garages,

approximately 110, would provide the highest level of service for winter snow

removal a c t i v i t i e s b u t would sacr i f ice some efficiency for summer maintenance

a c t i v i t i e s because of the smaller crews t h a t would be assigned t o the la rger

number of garages.

would not be a s great as i f there were only 70, i t s t i l l would be

subs tan t ia l ly increased over tha t found i n our current 138. Scheduled

maintenance work accomplished in the spring, summer, and f a l l seasons

cons t i tu te approximately 70 percent of the money spent on highway related

a c t i v i t i e s .

spectrum of maintenance functions to be performed and s igni f icant gains i n

productivity were achieved when larger crews were formed.

However, even though the efficiency of 110 f a c i l i t i e s

The consultant found t h a t larger crews allow for the f u l l

The Department o f Transportation be1 ieves there are two s ign i f icant factors

t h a t play an important park i n deciding where to locate new maintenance

garages.

work force with adequate supervision t o be e f f i c i e n t a n d productive.

F i r s t , the area served must be suf f ic ien t t o sustain a large enough

Second,

i t i s a l so important that snow plow runs be kept as near the desirable optimum

of 25 miles as practical t o minimize the number o f turn around p o i n t s ; t h i s

maximizes uniformity of service. I n s t r iving t o f u l f i l l these s ign i f icant

fac tors , the Department in i t ia ted i t s f i r s t p l a n t o replace and consolidate

maintenance garages i n 1972.

garages have been closed and the i r maintenance areas consolidated w i t h

adjacent areas as new maintenance garages were constructed. Our plan was t o

reduce the number of f a c i l i t i e s t o 109 staffed garages. There a re current ly

138 aaraaes s t i l l in service.

Between 1972 and the time of the moratorium, 37

Winter maintenance is critical to providing the traveling public and

in Iowa with the mobility they need to sustain the Iowa economy. The

combination o f winter and summer maintenance can be provided by addit

ndus try

best

onal

consolidation of garages.

be necessary to provide storage for an endloader and de-icing materials to

provide the greatest possible efficiency to our maintenance crews.

ability to consolidate the department's maintenance forces and the move to

In a few locations, unstaffed satellite garages may

This

is, in large part, a result of our ability to larger maintenance areas

purchase 1-arger and more

highways. Modernization

consolidation o f highway

efficient equipment with which to maintain our

of the highway system over the years also makes

maintenance operations possible.

The Department's proposa is to proceed with garage consolidation on the same

basis as in the past, pr or to the moratorium. The process would continue to

rely on the attrition o f people to the greatest extent possible.

become vacant in the facility to be phased out, they would be refilled in an

adjacent facility. Some moving of people may be necessary but would be kept

As positions

.to a minimum and the employees would be given opportunities to move or work in

garages near where they live or they would be given priority t o filling

vacancies i n other cities to which they would wish t o move.

I * - -

POTENTIAL SAVINGS

One Time Savinqs

Maintenance Facilities Not Rebuilt 29 @ $500,000 = $14,500,000

Annual Savings

Eliminate 29 Maintenance Facil i ty Operations

Staffing

29 @ $16,000 =

12 @ $38,000 =

$464,000 Annually

$456,000 Annual ly

$920,000 Annually

Potential Overall Operating Efficiency Increase o f 10-15 percent.

STATEWIDE SERVICE DELIVERY TASK FORCE

PROGRESS/ACTIVITY SUMMARY

OCTOBER 22, 1991

1

SUMMARY

PURPOSE

TO REVIEW AND EXAMINE THE EXISTING STATE GOVERNMENT SERVICE DELIVERY SYSTEM AND MAKE RECOMMENDATIONS TO RETAIN, DELETE OR MODIFY PROGRAMS AND SERVICES WITHIN THE CONTEXT OF CHANGING DEMOGRAPHIC AND ECONOMIC CIRCUMSTANCES. AS PART OF THIS REVIEW PROCESS, THE TASK FORCE WILL BE LOOKING AT WAYS TO ELIMINATE FRAGMENTATION AND DUPLICATION IN SERVICE DELIVERY; IDENTIFY OPTIONS FOR RECONSTRUCTION OF SERVICE DELIVERY BOUNDARIES; AND EXPLORE REDUCTION OR ELIMINATION OF SERVICES PROVIDED.

SCOPE

BASED ON LINE ITEM APPROPRIATIONS, THE GENERAL FUND DOLLAR AMOUNT ASSIGNED TO THE STATEWIDE SERVICE DELIVERY TASK FORCE IS $472M WHICH GIVES THE FOLLOWING TARGETS :

10% - $47M 20% - $94M 40% - $189M

SSDTF

~

HYPOTHESIS

IS PROGRAM NECESSARY GIVEN THE STATE'S FISCAL PROBLEMS?

REDUCE FROM 135 TO 109

ISSUE "LOG"

~

ANALYSES IN PROCESS'

PRELIMINARY REPORT COMPLETED AND BEING SENT TO TASK FORCE

PRELIMINARY REPORT COMPLETED AND BEING SENT TO TASK FORCE

2

~~~ ~~

CONSOLODATE FUNCTIONS INTO 19 REGIONAL OFFICES

CURRENTLY MANAGING 8 SITES WITHIN STATE - SHOULD THIS BE DONE BY OTHER DEPARTMENT OR OUTSOURCED

ISSUES

PRELIMINARY REPORT COMPLETED AND BEING SENT TO TASK FORCE

CULTURAL AFFAIRS HAS COMPILED INFORMATION - WILL FURNISH FOI FURTHER ANALYSIS

DNR - "REAP"

ELIMINATION OF IOWA CITY SITE

DOT - MAINTENANCE GARAGES

CULTURAL AFFAIRS HAS COMPILED INFORMATION - WILL FURNISH FOI FURTHER ANALYSIS

DOT - REGIONAL CUS- TOMER SERVICE CENTERS

DO NOT NEED TO MAINTAIN TWO SITES

CULTURAL AFFAIRS -

TORICAL SITES MANAGEMENT OF HIS-

IOWA CITY LIBRARY NOT OPEN TO PUBLIC-DOLLAR SAVINGS WOULD BE SMALL

CULTURAL AFFAIRS - ARCHIVES SITE

~ ~ ~~

CULTURAL AFFAIRS - MEDICAL LIBRARY SITES

CULTURAL AFFAIRS - REGIONAL LIBRARIES

REDUCE/ELIMINATE REGIONAL LIBRARIES

PRELIMINARY REPORT COMPLETED AND BEING SENT TO TASK FORCE

October 22, 1991

COMMENTS

NEED MORE DETAILED INFORMA- TION

NEED MORE DETAILED INFORMA- TION

REVIEW ANALYSIS FROM AGENCY

REVIEW ANALYSIS FROM AGENCY

NOT PURSUE AT THIS TIME

STAFF WILL REVIEW AND MAKE NECESSARY CHANGES/COMMENTS/ ANALYSIS

SSDTF

ECONOMIC DEVELOPMENT ADOPT RECOMMENDA- TIONS

PUBLIC HEALTH - SUBSTANCE ABUSE FRAGMENTATION

HUMAN SERVICES - HOSPITAL SCHOOLS

HUMAN SERVICES - MENTAL HEALTH IN- S TI TUES

HUMAN SERVICES - JUVENILE INSTITU- TIONS

HUMAN SERVICES -

VENILE JUSTICE FOSTER CARE AND JU-

HUMAN SERVICES - SERVICE OVERLAPS

JUSTICE - FOSTER CARE AND JU- VENILE JUSTICE

October 22, 1991

~ ~ ~~

REDUCE FRAGMENTATION

~

CONSOLIDATION COULD REDUCE FISCAL NEEDS

WITH SMALLER POPULATION ARE TWO SITES NEEDED

CAN CLOSE ONE OR MORE MHI'S

ARE TWO INSTITUTIONS NEEDED

NEED TO REDUCE DUPLICATION AND ADD MECHANISMS TO CONTROL COSTS (COORDINATION?)

SAVE MONEY BY REDUCING OR ELIMINATING DUPLICATION

NEED TO REDUCE DUPLICATION AND ADD MECHANISMS TO CONTROL COSTS (COORDINATION?)

3

PRELIMINARY REPORT COMPLETED AND BEING SENT TO TASK FORCE

ASSEMBLING DATA

SSDTF 4

EDUCATION -

AND AEA COMMUNITY COLLEGES

REGENTS - INDIGENT CARE

REGENTS - PSYCHIATRIC HOSPI- TAL

REGENTS - HYGENIC LAB

REGENTS - I HOSPITAL SCHOOL REGENTS - OAKDALE CAMPUS

REGENTS -

PROGRAM FAMILY PRACTICE

INSPECTIONS & APPEAL PUBLIC DEFENDER/IN- DIGENT DEFENSE

DO AEA'S PROVIDE SERVICE THAT COMMUNITY COLLEGES COULDN'T?

DUPLICATION WITH MEDICAID

DUPLICATION WITH MHI'S

DUPLICATION WITH DNR ENVIRON- MENTAL PROGRAMS

DUPLICATION WITH OTHER STATE PROGRAMS

5 SSDTF

w

FORWARDED TO IGRTF

COORECTIONS - COMMUNITY CORREC- TIONS

SERVICE DELIVERY NETWORK

A MARKET DRIVEN DESIGN WOULD PROVIDE A BETTER SYSTEM

PRELIMINARY REPORT COMPLETED AND BEING SENT TO TASK FORCE THE REPORT

DEVELOPED DESIGN WITH TWELVE REGIONS AND GOVERNMENT CENTERS -ANALYSIS CONTINUING

I I

SSDTF

Funding Source for Savings

General Non-General Fund Fund

$.OO $14.5 M

$1 M Road Use Fund

$.OO $9.5 M

Road Use Fund

b527,386 $.OO

11,166,000 to

X $.OO

6

Realization Implementation Timing Issues

Phased in Lifting of moratorium on closing of garages

Phased in Number of over 12 mo. changes to the

Code of Iowa

Implemented Number of in FY93 changes to the

Code of Iowa

Phased in Number of during FY93 changes to the

Code of Iowa

OPPORTUNITY INVENTORY

Opportunity Savings Description Range

DOT- 109 MAINTENANCE GARAGES

DOT - 19 REGIONAL CUSTOMER SVC CTRS

DCA - ELIM. REGIONAL LIBRARY SYSTEM

DHS - CLOSE TWO MHI'S

CORRECTIONS MODIFY COMMUNITY BASED

DNR- ELIMINATE OR REDUCE REAP

$14.5 M Cost Avoidance

$1 M Less Payroll

$9.5 M

$527,386

$1,166,000 to

~~~

$30 M

October 21, 1991

AGENCY NAKE: Department Of Transpor'tation

7

ISSUE: and have DOT do all motor vehicle registration and titling.

BACKGROUND: or renew their drivers license. This is more than the state of California has for over 1OX the population and almost 3 X the area. locations. There are over 100 sites where people must go to register or title a vehicle. Currently 40 states have central issuance of titles and 47 states have registration renewal at branch or re- gional.

Establish 19 regional drivers license centers (and offer a common entry point for most DOT services)

There are currently 141 different sites (operating at different times) where Iowans go to receive

SUGGESTED CHANGE: Reduce the number of drivers license stations by 122, from 141 t o 19, and consolidate li- censing staff at these locations. miles to obtain drivers license services. These offices would also provide access points around-the state for other DOT services, e.g. oversize and other permits. titling and registration from the county treasurers offices and do it centrally from Des Moines with access at the 19 service centers.

Nineteen stations were devised so no person would have to drive more than 50

DOT would also assume responsibility for all motor vehicle

FISCAL ANALYSIS: The closing of 122 drivers license stations and the assumption of motor vehicle registra- tiodtitling would generate an annual savings of approximately $9.5 million. the change over is started to be fully operational.

It would take twelve months once

IMPLICATIONS: The following modifications need to be made to the Iowa Code:

Chapter 135D.24 & 27(2) Chapter 321 Chapter 321A.2(1) Chapter 3215.4a(3) & (5) Chapter 322B.2 & 422B.4 Chapter 423.6 & 423.7

Mobile Home Titles Motor Vehicles ( 5 2 Sections) Administrative Review OW1 Plates Local Vehicle Tax Use Tax

It is also possible that part of this operation, processing of vehicle registration and drivers license by mail or the archiving of paper vehicle registration records now in county courthodses, could be privatized.

RECOWENDATION: To be made by the Task Force.

AGENCY NAME: Department Of Transportation 8

ISSUE: Is there a need to have 138 maintenance garages in Iowa.

BACKGROUND: There are two significant factors that play an important part in deciding where to locate mainte- nance garages. First, the area served must be sufficient to sustain a large enough work force with adequate supervision to be efficient and productive. of 25 miles as practical to minimize the number of turn around points; this maximizes uniformity of service. In striving to fulfill these factors, the Department of Transportation initiated a plan to replace and consolidate maintenance garages in 1972. Between 1972 and 1989, 37 garages were closed and their maintenance areas consoli- dated with adjacent areas.

Second, snow plow runs must be kept as near the desirable optimum

In January 1989, a moratorium was placed on closing garages and a consultant, Wilbur Smith Associates, was hired to provide recommendations relative to the location and construction needs for highway maintenance facilities. Two important conclusions of this study were:

- The level of highway maintenance services now being provided by the DOT can be matched or improved by operating larger and more productive crews.

- The proper number of DOT maintenance facilities ranges from 70 to 110, depending on the organizational strategy chosen to accomplish maintenance.

The consultant stated in the report that the larger number of maintenance garages, 110, would provide the high- est level of service for winter snow removal activities but would sacrifice some efficiency for summer mainte- nance activities. Though scheduled maintenance work in the spring, summer and fall seasons constitute approxi- mately 70% of the money spent on highway related activities, winter maintenance is critical to providing the traveling public and industry in Iowa with the mobility they need to sustain the Iowa economy. Modernization of the highway system and the purchasing of larger and more efficient equipment allows for the consolidation of DOT maintenance staff and garages.

SUGGESTED CEIANGE: Reduce the number of maintenance garages by 29, from 138 to 109. This number reflects the optimum number to do winter road maintenance with minimal shifting to handle non-winter maintenance responsibil- ities.

FISCAL ANALYSIS: $500,000 for each garage closed or a savings of $14.5 million over a period of years. would be approximately $1 million a year once the 29 garages were closed. phased out over approximately X years.

The closing of 29 garages would result in a one time capital expenditure avoidance of The operating savings

It is expected that they would be

IMPLICATIONS: The following modifications need to be made to the Iowa Code:

(to be completed)

REcOIWlNDATION : To be made by the Task Force.

9

AGENCY NAKE: Iowa Department of Human Services

ISSUE: Is there a need to maintain 4 mental health institutes with a total of 650 beds..

BACKGROUND: population was 6,700+ in 1936. ill that has resulted in a tremendous drop in the number of people served at the institutions annually. FY92, the four institutions have a combined capacity of 650.

All four of the mental health institutes were built before the turn of the century. The peak Since that time different techniques have been developed to serve the mentally

As of

SUGGESTED CHANGE: Close the mental health institutes at Clarinda and Mt. Pleasant and allocate some of the saved resources to replace services for those counties who would lose access to,the closed MHI's. to be funded are Adult Psychiatric Care, Geriatric Medical and Substance Abuse. The Adult Psychiatric Care would include, at a minimum, 24-hour emergency phone service, 24-hour emergency mobile response capability, short term non-acute crisis/residential treatment and acute non-hospital based crisis/residential. medical would provide care for a primarily elderly population who need nursing care for a physical condition as well as specially trained staff to accommodate additional needs due to a mental illness. Substance abuse ser- vices funded by the Department of Public Health would be given additional funds to be distributed across the state for additional out-patient substance abuse services.

The services

Geriatric

FISCAL ANALYSIS: three community services would be $3.1 M. sites for the overhead at the institutions that they will now cover at 100% state funds.

The closing of the two state MHI's would save $5.8 M in one fiscal year. The cost for the There is also a cost to the correctional operations at these two

TOTAL STATE COUNTY FKDKRAL

Institutional Saving $10,763,720 $5,842,682 $3,306,152 $1,614,886 Adult Psychiatric 4,376,250 1,003,250 3,373,000 0 Geriatric Medical 1,259,250 85,629 342,516 831,105 Substance Abuse 2,000,000 2,000,000 0 0 Department of Corrections ? ? 0 0

NET SAVINGS/ (COST) ? ? $ (409,364) $ 783,781

THF'LICATIONS: The following changes need to be made to the Iowa Code:

REcoHMeMlATION : To be made by the Task Force.

=j I !

i i I I

I 1 I I

i I I

October 21, 1991

-

10 AGENCY NAME: Department of Cultural Affairs

ISSUE: Regional Library System

BACKGROUND: to existing public libraries, and to encourage local financial support of public library service in areas where it was inadequate or nonexistent. Library, to the 525 public libraries in Iowa are:

The Iowa Regional Library System was established in 1973 to provide supportive library services

The four services provided by the seven regional libraries, and the State

Interlibrary Loan - Providing a structure for the sharing of specific materials between libraries. Reference - Consultant and Library Development - Assisting librarians in evaluating and improving library service. Continuing Education - Providing educational opportunities to meet the needs of librarians.

Providing a structure for the sharing of information between libraries.

The Regional Library System's FY92 budget is $1,554,773 for 34.98 FTE's.

SUGGESTED CHANGE: Eliminate the Regional Library System but maintain the services for the local libraries.

FISCAL ANALYSIS:

Option A - State Library would assume the responsibility to provide basic reference and interlibrary services and to expand the Net Lender Program at a total cost of $388,693. not continue the consulting and continuing education at its current level. (Savings of $1,166,080.)

continuing education at a total cost of $777,387.

of $1,027,387. (Savings of $527,386.)

This option would

Option B - Would expand basic reference and interlibrary services and provide additional consulting and

Option C - Would expand consulting and continuing education to close to its current level at a total cost (Savings of $777,386.)

IMPLICATIONS: The following modifications need to be made to the Code of Iowa:

Chapter 303.1 Chapter 303.92 Chapter 303.2(3) Chapter 303B and others.

RECOHHENDATION : To be made by the Task Force.

October 21, 1991

11

AGENCY NAHE: Iowa Department of Corrections

ISSUE: Increase use of intensive supervision as an alternative to increasing the number of beds in residential facilities for certain classes of offenders.

BACKGROUND: Current statewide bed capacity within the community based corrections system equals 779, with an additional 200 beds approved for construction. for a total daily cost of $35,000 at full capacity ( 7 7 9 ) .

It currently costs approximately $45 a day to maintain each bed,

SUGGESTED CHANGE: Reduce cost by placing more low to medium risk offenders in intensive supervision program as an alternative to placing them in live-in facilities. Average daily cost for intensive supervision, such as use of electronic monitoring, run approximately $8-$10 per offender.

FISCAL ANALYSIS: Current daily cost of maintaining bed - $45 Current annual cost of maintaining beds at full capacity (779) - $12,800,000 Current daily cost of intensive supervision - $10 Cost savings by removing 1 person from facility and placing in intensive supervision program - $35/day Savings of placing 10% of current capacity in intensive supervision - $1,020,000 annually

IMPLICATIONS:

REcObMENDATION: To be made by the Task Force.

SSDTF

October 21, 1991

-~

12

AGENCY W: PeDartment of Correctiou

ISSUE: consolidation of payroll systems into the state system, use of the Iowa Finance and Accounting System, and the state audit procedures.

Merger of the existing eight community based correction (CBC) boards into a central board system, with

BACKGROUND: operates under its own budgeting system. revenues.

Current CBC system consists of eight districts with separate governing boards. Each district Ninety percent of all funding to the eight districts is from state

SUGGESTED CHANGE: duplication in bookkeeping functions, would improve communications between the districts and the central office, and would facilitate implementation of consistent administration and program functions.

Merger of the eight CBC boards and certain administrative functions would eliminate

FISCAL ANALYSIS: Each district receives a quarterly draw from the state general fund. These allocations total approximately $30,000,000 annually for all district. functions would allow for greater control of expenditures, with the ability to control cash flow and invest unexpended funds.

Consolidation of the certain administrative

IKPLICATIONS: Would require statutory revision to Iowa Code chapter 905. Would also require training of district staff for coordination with state payroll, audit, and accounting systems.

RECOHHENDATION: To be made by the Task Force.

AGENCY NAHE: Department of Natural Resdurces

ISSUE: Elimination of the Resource Enhancement and Protection (REAP) fund and future appropriations.

BACKGROUND: mechanism whereby annual appropriations from the general fund would be made to the REAP fund. then allocated to various conservation and education sources.

The REAP fund was established by legislation in 1990. The statute established a funding Fund proceeds are

SUGGBSTED CHANGE: REAP fund.

Eliminate the provision of the statute which provides for the standing appropriation to the

FISCAL ANALYSIS: savings - $30,000,000. Total budgetary savings by repealing the Code provision - $223,000,000 over the next 8 years.

The Code provides for a $30,000,000 annual appropriation through FY2001. Maximum FY93

IMI?LIcA"IONS: Would require revisions to Iowa Code chapter 455A to repeal standing appropriation provision.

RECOHHENDATION: To be made by the Task Force.

STATEWIDE SERVICE DELIVERY TASK FORCE

PROGRESS/ACTIVITY SWY

'REPORT 11 - 3

SUMMARY

PURPOSE

TO REVIEW AND EXAMINE THE EXISTING STATE GOVERNMENT SERVICE DELIVERY SYSTEM AND MAKE RECOMMENDATIONS TO RETAIN, DELETE OR MODIFY PROGRAMS AND SERVICES WITHIN THE CONTEXT OF CHANGING DEMOGRAPHIC AND ECONOMIC CIRCUMSTANCES. REVIEW PROCESS, THE TASK FORCE WILL BE LOOKING AT WAYS TO ELIMINATE FRAGMENTATION AND DUPLICATION IN SERVICE DELIVERY; IDENTIFY OPTIONS FOR RECONSTRUCTION OF SERVICE DELIVERY BOUNDARIES; AND EXPLORE REDUCTION OR ELIMINATION OF SERVICES PROVIDED.

AS PART OF THIS

SCOPE i BASED ON LINE ITEM APPROPRIATIONS, THE GENERAL FUND DOLLAR AMOUNT ASSIGNED TO THE STATEWIDE SERVICE DELIVERY TASK FORCE IS $472M WHICH GIVES THE FOLLOWING TARGETS :

ISSW "LOG"

IOT - MAINTENANCE GARAGES

HYPOTHESIS I ISSUES

REDUCE FROM 135 TO 109

>NR - "REAP"

IOT - REGIONAL CUS- TOMER SERVICE CENTERS

IS PRO-GRAM NECESSARY GIVEN THE STATE'S FISCAL PROBLEMS?

CONSOLODATE FUNCTIONS INTO 19 REGIONAL OFFICES

ZULTURAL AFFAIRS - MANAGEMENT OF HIS- TORICAL SITES

CURRENTLY MANAGING 8 SITES WITHIN STATE - SHOULD THIS BE DONE BY OTHER DEPARTMENT OR OUTSOURCED

~~~ ~

CULTURAL AFFAIRS - ARCHIVES SITE

CULTURAL AFFAIRS - MEDICAL LIBRARY SITES

CULTURAL AFFAIRS - REGIONAL LIBRARIES

ELIMINATION OF IOWA CITY SITE

DO NOT NEED TO MAINTAIN TWO SITES

REDUCE/ELIMINATE REGIONAL LIBRARIES

ANALYSES IN PROCESS

PRELIMINARY REPORT COMPLETED AND BEING SENT TO TASK FORCE

PRELIMINARY REPORT COMPLETED AND BEING SENT TO TASK FORCE

PRELIMINARY REPORT COMPLETED AND BEING SENT TO TASK FORCE

CULTURAL AFFAIRS HAS COMPILED INFORMATION - WILL FURNISH FOR FURTHER ANALYSIS

CULTURAL AFFAIRS HAS COMPILED INFORMATION - WILL FURNISH FOR FURTHER ANALYSIS

IOWA CITY LIBRARY NOT OPEN TO PUBLIC-DOLLAR SAVINGS WOULD BE SMALL

PRELIMINARY REPORT COMPLETED AND BEING SENT TO TASK FORCE

' COMMENTS

PELIMINARY ANALYSIS IN PROCESS

NOT PURSUE AT THIS TIME

NOT PURSUE AT THIS TIME

ECONOMIC DEVELOPMEN? ADOPT RECOMMENDA- TIONS

PUBLIC HEALTH - SUBSTANCE ABUSE FRAGMENTATION

HUMAN SERVICES - HOSPITAL SCHOOLS

HUMAN SERVICES - MENTAL HEALTH IN- STITUES

HUMAN SERVICES - JWENILE INSTITU- TIONS

HUMAN SERVICES - VENILE JUSTICE FOSTER CARE AND JU-

HUMAN SERVICES - SERVICE OVERLAPS

JUSTICE - FOSTER CARE AND JU- VENILE JUSTICE

REDUCE FRAGMENTATION

CONSOLIDATION COULD REDUCE FISCAL NEEDS .

WITH SMALLER POPULATION ARE TWO SITES NEEDED

CAN CLOSE ONE OR MORE MHI'S

~~

ARE TWO INSTITUTIONS NEEDED

NEED TO REDUCE DUPLICATION AND ADD MECHANISMS TO CONTROL COSTS (COORDINATION?)

SAVE MONEY BY REDUCING OR ELIMINATING DUPLICATION

NEED TO REDUCE DUPLICATION AND ADD MECHANISMS TO CONTROL COSTS (COORDINATION?)

IN PROCESS-MINIMAL SAVINGS POTENTIAL

. . ,

PRELIMINARY REPORT COMPLETED AND BEING SENT TO TASK FORCE

ASSEMBLING DATA

PRELIMINARY ANALYSIS INDICATE! SOME SAVINGS POTENTIAL

dOT PURSUE AT THIS TIME

n l o ovwlap

EDUCATION -

AND AEA COMMUNITY COLLEGES

DO AEA'S PROVIDE SERVICE THAT COMMUNITY COLLEGES COULDN I T?

DUPLICATION WITH MEDICAID REGENTS - INDIGENT CARE

FURTHER ANALYSIS NOT INDICATED AS NO DUPLICATION EXISTS

~~

REGENTS - PSYCHIATRIC HOSPI- TAL

REGENTS - HYGENIC LAB

REGENTS - HOSPITAL SCHOOL

REGENTS - OAKDALE CAMPUS

REGENTS -

PROGRAM FAMILY PRACTICE

~~

INSPECTIONS & APPEAL PUBLIC DEFENDER/IN- DIGENT DEFENSE

I

DUPLICATION WITH ' MHI ' S

DUPLICATION WITH D M ENVIRON- MENTAL PROGRAMS

DUPLICATION WITH OTHER STATE PROGWS

~~~

ZOORECTIONS - COMMUNITY CORREC- TIONS

SERVICE DELIVERY NETWORK

~~

DPH-VACCINE PURCHASING

A MARKET DRIVEN DESIGN WOULD PROVIDE A BETTER SYSTEM

. . .

PRELIMINARY REPORT COMPLETED AND BEING SENT TO TASK FORCE THE REPORT

DEVELOPED DESIGN WITH TWELVE REGIONS AND GOVERNMENT CENTERS -ANALYSIS CONTINUING

FORWARDED TO IGRTF

O p p o R T U K I T y ' m R Y

I I I I i

I I 1 qpportunity I Description Range

Savings

7 - I IDOT - REDUCE TO 109 )MAINTENANCE GARAGES I Avoidance FROM THE CURRENT LEVEL OF 138 I Payroll t

I $14,500,001

1$1 M Less

I I

[DOT - ESTABLISH 19 IREGIONAL SVC CTRS I I& ASSUME REGISTRATION I I& TITLING OF CARS I

I $9,500,000

IFunding Source for Savings I I - I . . General Fund

s.00

g.00

Non-General Fund

$14,500,000

$1 M Road Use Fund

$9,500,000 (Fy94)

Road Use Fund

I I i

I I I

. I i I I I I

Realization I Implementation I Timing 1 Issues I

I I

Phased in ILifting of moratorium on closing of garages; I Completely I by FY2002 /staff; Will require some minor code changes; I

lPhase in by 2002 to minimize the Impact on

I 1 I - 1

~~

Phased in I over 12 mo. !be taking the motor vehicle registration from I Start 7/1/92)County Treasurers and giving to DOT; Will I End 6/30/93 lreduce from 141 to 19 where DL are offered I

(Number of changes to the Code of Iowa; Will

1 I I I I I I I I I I f

IDCA - ELIMINATE I $527,386 I $527,386 I $.OO lhplemented !Number of changes to the Code of Iowa; Could I !REGIONAL LIBRARIES I to I to 1 lin FY93 lreduce services to the local Public Libraries;I IAND HAVE ST. LIBRARY I $1,166,000 I $1,166,000 I I IWill use the enhanced technology available in I IASSUME THESE DUTIES I I I I llibrary services that were not available in 731

I I I 1 I I I I I I I

IDHS - CLOSE 2 MHI'S I $1,043,450 ((CLARINDA & MT. PLEA- I ISANT) AND' FUND ADDI- I 1TIONA.L COMMUNITY SVCS I I 1 ICORRGCTIONS - REDUCE I $1,020,000 IRESIDE~TIAL BEDS & I IINCREASE USE OF I

t

ITURE OF COMMUNITY I

I

I REDUCE REAP I

I INTENSIVE .SUPERVISION I

ICORRECTIONS - MODIFY I ? IADMINISTRATIVE STRUC- 1

!BASED CORRECTIONS I

IDNR - ELIMINATE OR

I I

I I

I $30,000,000

I I 1 I i I I I I i I I I I i 11 I

$1,043,450 I $.OO I I

. I I $1,020,000 I $.OO

. I ' I

I ? I $.OO

I I I I

$30,000,000 I $.OO I

Phased in during FY93 lmoney for c o m i t y services; Moves clients

lNumber of changes to the Code of Iowa; Provide

lout of institutions and into the connuunity I I

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FY9 3 IReduces the administrative costs and has all Ion one compatible system; Reduces the number !o f boards I I I

FY93 !Changes to the Code of Iowa; Established to laddress concern over the deterioration of

!I I I I -I I I I I i I I I I i I I

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lDoT - 19 SVC CTRS & I CAR REGISTRATION

IDCA - ELIMINATE I REGIONAL LIBRARIES

IDHS - CLOSE 2 MHI'S &

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ACY NAME: Department Of Transportation

ISSUE: Is there a need to have 138'maintenance garages in Iowa.

BACKGROUND: nance garages. First, the area served must be sufficient to sustain a large enough work force with adequate supervision to be efficient and productive. of 25 miles as practical-to minimize the number of turn around points; this maximizes uniformity of service. striving to fulfill these factors, the Department of Transportation initiated a plan to replace and consolidate maintenance garages in 1972. dated with adjacent areas.

There are two significant factors that play an important part in deciding where to locate mainte-

Second, snow plow runs must be kept as near the desirable optimum In

Between 1972 and 1989, 37 garages were closed and their maintenance areas consoli-

In January 1989, a moratorium was.placed on closing garages and a consultant, Wilbur. Smith Associates, was hired to provide recommendations relative to the location and construction needs for highway maintenance facilities. Two important conclusions of this study were:

- The level of highway maintenance services now being provided by the DOT can be matched or improved by operating larger and more productive crews.

- The proper number of DOT maintenance facilities ranges from 70 to 110, depending on the organizational strategy chosen to accomplish maintenance.

The consultant stated in the report that the larger number of maintenance garages, 110, would provide the high- est level of service for winter snow removal activities but would sacrifice some efficiency for summer mainte- nance activities. Though scheduled maintenance work in the spring, summer and fall seasons constitute approxi- mately 70% of the money spent on highway related activities, winter maintenance is critical to providing the traveling public and industry in Iowa with the mobility they need to sustain the Iowa economy. Modernization of the highway system and the purchasing of larger and more efficient equipment allows for the consolidation of DOT maintenance staff and garages.

SUGGESTED CHANGE: optimum number to do winter road maintenance with minimal shifting to handle non-winter maintenance responsibil- ities.

Reduce the number of maintenance garages by 29, from 138 to 109. This number reflects the

FISCAL ANALYSIS: $500,000 for each garage closed or a savings of $14.5 million in the Road Use Tax Fund over a period of years. The operating savings would be approximately $1 million a year in the Road Use Tax Fund Once the 29 garages were closed.

IMPLICATIONS:

The closing of 29 garages would result in a one time capital expenditure avoidance of

It is expected that they would be phased out over approximately 10 years.

The following modifications need to be made to the Iowa Code:

(to be completed)

RECOMMENDATION : To be made by-the Task Force.

November 6, 1991

AGENCY NAME: Department O f Transportation

ISSUE: and have DOT do all motor vehicle registration and titling.

BACKGROUND: or renew their drivers license. almost 3X the area. locations. There are over 100 sites where people must go to register or title a vehicle. Currently 40 states have central issuance of titles and 47 states have registration renewal at branch or re- gional.

Establish 19 regional drivers license centers (and offer a common entry point for most DOT services)

There are currently 141 different sites (operating at different times) where Iowans go to receive This is more than the state of California has for over 1OX the population and

SUGGESTED CHANGE: Reduce the number of drivers license stations by 122, from 141 to 19, and consolidate li- censing staff at these locations. miles to obtain drivers license services. These offices would also provide access points around the state for other DOT services, e.g. oversize and other permits. titling and registration from the county treasurers offices and do it centrally from Des Moines with access at the 19 service centers.

Nineteen stations were devised so no person would have to drive more than 50

DOT would also assume responsibility for all motor vehicle

FISCAL ANALYSIS: tion/titling would generate an annual savings of approximately $9.5 million in the Road Use Tax Fund. take twelve months once the change over is started to be fully operational.

The closing of 122 drivers license stations and the assumption of motor vehicle registra- It would

IMPLICATIONS: The following modifications need to be made to the Iowa Code:

Chapter 135D.24 & 27(2) Chapter 321 Chapter 321A.2(1) Administrative Review Chapter 3215.4a(3) & (5) Chapter 322B.2 & 422B.4 Chapter 423.6 & 423.7

Mobile Home Titles Motor Vehicles (52 Sections)

OW1 Plates Local Vehicle Tax Use Tax

It is also possible that part of this operation, processing of vehicle registration and drivers license by mail or the archiving of paper vehicle registration records now in county courthouses, could be privatized,

RE~ONMENDATION : To be made by the Task Force.

'>er 21, 1991

AGENCY NAHE: Department of Cultural Affairs

ISSUE: Regional Library System .

BACKGROUND: to existing public librarfes, and to'encourage local financial support 05 public library service in areas where it was inadequate or nonexistent. Library, to the 525 public libraries in Iowa are:

The Iowa Regional Library System was established in 1973 to provide supportive library services

The four services provided by the seven regional libraries, and the State

Interlibrary Loan - Providing a structure for the sharing of specific materials between libraries. Reference - Providing a structure for the sharing of information between libraries. Consultant and Library Development - Assisting librarians in evaluating and improving library service. Continuing Education - Providing educational opportunities to meet the needs of librarians.

The Regional Library System's FY92 budget is $1,554,773 for 34.98 FTE's.

SUGGESTED CHANGE:

FISCAL ANALYSIS:

Eliminate the Regional Library System but maintain the services for the local libraries.

Option A - State Library would assume the responsibility to provide basic reference and interlibrary services and to expand the Net Lender Program at a total cost of $388,693. not continue the consulting and continuing education at its current level. $1,166,080.) . continuing education at a total cost of $777,387.

of $1,027,387. (Savings of $527,386.)

This option would (Savings of

Option B - Would expand basic reference and interlibrary services and provide additional consulting and Option C - Would expand consulting and continuing education to close to its current level at a total cost

(Savings of $771,386.)

MPLICATIONS: The following modifications need to be made to the Code of Iowa:

Chapter 303.1 Chapter 303.92 Chapter 303.2(3) Chapter 303B and others.

RBCOHHBNDATION : To be made by the Task Force.

AGENCY NAME: Iowa Department of Human Services

ISSUE: Is there a need to maintain 4 mental health institutes with a total of 650 beds..

BACKGROUND: population was 6,700+ in 1936. ill that has resulted in a tremendous drop in the number of people served at the institutions annually. FY92, the four institutions have a combined capacity of 650.

All four of the mental health institutes were built before,the turn of the century. The peak Since that time different techniques have been developed to serve the mentally

As of

SUGGESTIlD CHANGE: Close the mental health institutes at Clarinda and Mt. Pleasant and allocate some of the saved resources to replace services for those counties who would lose access to the closed MHI's. to be funded are Adult Psychiatric Care, Geriatric Medical and Substance Abuse. The Adult Psychiatric Care would include, at a minimum, 24-hour.emergency phone service, 24-hour emergency mobile response capability, short term non-acute crisis/residential treatment and acute non-hospital based crisis/residential. medical would provide care for a primarily elderly population who need nursing care for a physical condition as well as specially trained staff to accommodate additional needs due to a mental illness.. vices funded by the Department of Public Health would be given additional funds to,be distributed across the state for additional out-patient substance abuse services.

FISCAL ANALYSIS: three community services would be $3.1 M. sites for the overhead at the institutions and that is estimated to be $1,710,353 at 100% state funds.

The services

Geriatric

Substance abuse ser-

The closing of the two state MHI's would save $5.8 M in one fiscal year. The cost for the There is also a cost to the correctional operations at these two

TOTAL STATE COUNTY FEDERAL

Institutional Saving $10,763,720 $5,842,682 $3,306,152 $1,614,886 Adult Psychiatric -4,376,250 -1,003,250 -3,373,000 . o Geriatric Medical -1,259,250 -85,629 -342,516 -831,105 Substance Abuse -2,000,000 -2,000,000 0 0 Department of Corrections -1,710,353 -1,710,353 0 0

NET SAVINGS/ { COST) $ 1,417,867 $ 1,043,450 $ (409,364) $ 783,781

IKI?LICATIONS: The following changes need to be made to the Iowa Code:

RECOMMENDATION : To be made by the Task Force'.

b- 5er 6, 1991

AGENCY NAME: Iowa Department of Corrections

ISSUE: residential facilities for certain classes of offenders.

Increase use of intensive supervision as an alternative to increasing the number of beds in

BACKGROUND: additional 200 beds approved for construction. or an annual cost of $35,055. an annual cost of $6,232.

Current statewide bed capacity within the community based corrections system equals 779, with an It currently costs approximately $45 a day to maintain each bed,

It currently costs approximately $8-10 a day to provide intensive supervision, or

SUGGESTED CHANGE: an alternative to placing them in live-in facilities. of electronic monitoring, run approximately $8-$10 per offender.

Reduce cost by placing more low to medium risk offenders in intensive supervision program as Average daily cost for intensive supervision, such as use

FISCAL ANALYSIS: Current daily cost of maintaining bed - $45 Current annual cost of maintaining beds at full capacity (779) - $12,800,000 Current daily cost of intensive supervision - $10 Cost savings by removing 1 person from facility and placing in intensive supervision program - $35/day Savings of placing 10% of current capacity in intensive supervision - $1,020,000 annually

IMPLICATIONS:

RECOMMENDATION: To be made by the Task Force.

S SDTF

November 6 , 1991

AGENCY NAME: Department of Corrections

ISSUE: consolidation of payroll systems into the state system, use of the Iowa Finance and Accounting System, and the state audit procedures.

Merger of the existing eight community based correction (CBC) boards into a central board system, with

BACKGROUND: operates under its own budgeting system. revenues.

Current CBC system consists of eight districts with separate governing boards. Each district Ninety percent of all funding to the eight districts is from state

SUGGESTED CHANGE: duplication in bookkeeping functions, would improve communications between the districts and the central office, and would facilitate implementation of consistent administration and program functions.

Merger of the eight CBC boards and certain administrative functions would eliminate

FISCAL ANALYSIS: Each district receives a quarterly draw from the state general fund. These allocations total approximately $30,000,000 annually for all district. functions would allow for greater control of expenditures, with the ability to control cash flow and invest unexpended funds.

Consolidation of the certain administrative

IMPLICATIONS: district staff for coordination with state payroll, audit, and accounting systems.

Would require statutory revision to Iowa Code chapter 905. Would also require training of

RECOMMENDATION : To be made by the Task Force.

1

b' Tmber 6 , 1991

AGENCY NAME: Department of Natural Resources

ISSUE: Elimination of the Resource Enhancement and Protection (REAP) fund and future appropriations.

BACKGROUND: statute established a funding mechanism whereby, beginning July 1, 1990 and ending June 30, 2001, an annual appropriation in the amount of $30 M would be made to the REAP fund from the general fund; then allocated to various sources, including DNR's Open Spaces account for land acquisition, to the counties for conservation activities, and for environmental education purposes.

The REAP (Resource Enhancement and Protection) fund was established by.legislation in 1990. The

Fund proceeds are

SUGGESTED CHANGE: REAP fund.

Eliminate the provision of the statute which provides for the standing appropriation to the

FISCAL ANALYSIS: savings - $30,000,000. Total budgetary savings by repealing the Code provision - $223,000,000 over the next 8 years. appropriation, while they may appeal to us from an ecological perspective, are not vital to the health, safety and welfare of the public.

The Code provides for a $30,000,000 annual appropriation through FY2001. Maximum FY93

The argument to be made far elimination is based on the fact that the services.provided by the

lElpLICATIONS: Would require revisions to Iowa Code chapter 455A to repeal standing appropriation provision.

RECOMMENDATION: To be made by the Task Force.

SSDTF

November 6 , 1991

AGENCY NAHE: Department of Public Hea'lth

ISSUE: XIX private physicians on conditions they bill Title XIX for administration cost only for shots given to Title XIX eligible children.

BACKGROUND:

The Iowa Department of Public Health will provide and replace childhood immunization vaccine to Title

During the first years of life, a child receives the following series of immunization shots:

Type Ages

DPT 2 mos. 4 mos. 6 mos. 15 mos. 4 years+ Polio 2 mos. 4 mos. 15 mos. 4 years+ MMR 15 mos. 4 years+ HIB 2 mos. 4 mos. 6 mos. 15 mos.

For those children who are ADC dependent, immunizations are available from either a private physician or at a local Public Health Clinic. company without a discount. XIX rate.

The physician usually purchases immunization vaccine directly 'from a pharmaceutical The physician is reimbursed by the Department of Human Services (DHS) at the Title

SUGGESTKD CHANGE: the Centers for Disease Control at the Center's bulk contract prices. to administering physicians within the Title XIX program.

The Iowa Department of Public Health (DPH) is allowed to purchase the childhood vaccine from Have DPH purchase and provide the vaccine

FISCAL ANALYSIS: Cost comparisons and potential savings for the past fisca1,year are a's follows:

Title XIX Cost cost Vaccine Claims DHS DPH

MMR 9 , 946 $30.34 $15.329 HIB 13 , 429 18.24 5.16 OPV 23 , 397 12.03 2.00 DPT . 25,529 20.15 . 6.245 Misc

Total Total DHS Cost DPH Cost

$301,762 $152,462 244,945 69 , 294 281,466 46,817 514,409 159,429

Total Public Savings Less Administrative Costs Net Savings State Share

Potent ial Dollar Savings

$149,300 '175,651 234,649 354 , 980

8,200

$922 , 780 107 , 093

$815,687 $288,508

" er 6 , 1991

AGENCY NAME: Department of Human Services/Employment Services/Economic Development

ISSUE: for coordination of certain functions by agencies.

Development of a statewide system for delivery of services by various state agencies which will allow

BACKGROUND: office currently employs its own management, intake and clerical staff as well as various specialized functions. In some communities, certain agencies are co-located within the same building while in other instances, agencies are geographically scattered.

Numerous state agencies have field offices located in various communities around the state. Each

SUGGESTED CHANGE: various job functions. agencies, the establishment of a clerical pool, and the cross-training of intake/eligibility personnel between agencies.

Establish a delivery network under which state agencies will pool and coordinate the use of Possible changes would include the use of one receptionist position by multiple

ANALYSIS :

Initial Phase: Data is being gathered regarding numbers and functions of personnel in field offices for Employment Services, Human Services and Job Training (Economic Development) as well as the number of cases for various programs being handled by these agencies in each field office. those offices which could realize savings by the coordination and sharing of functions 'within agencies without compromising the quality of services provided to the consumer.

Analysis will then.be made to determine

Second Phase: This part of the analysis will look at other state agencies with field offices which could be included, as well as functions or services provided by other levels of government.

IMPLICATIONS: currently located in separate locations.

Would require the co-location of multiple agencies in communities where the' effected agencies are

RECOMMENDATION: To be made by the Task Force.

\ S T A T E O F

\ TERRY E. BRANSTAD, GOVERNOR -

DEPARTMENT OF HUMAN SERVICES CHARLES M. PALMER, DIRECTOR

DATE : October 9, 1991

TO : Statewide Service Delivery Task Force Members

FROM : Charles MacNider and Charles Palmer, Co-Chairs Sta'tewide Service Delivery Task Force

RE : 2nd Meeting of Statewide Service Delivery Task Force

Enclosed is the summary of the meeting we held on September 27. and if you have any changes or corrections, bring them to the meeting on the October 31. from the meeting are attached to the meeting summary.) summary we have included the current schedule (including location) for the remaining Task Force meetings.

Please review

(If you were unable to attend the meeting on the 27th, the handouts At the end of this

A key activity for the next meeting will be the development of a preliminary recommendation list or areas where we still want to have an expanded review. analyses are completed we will send them to you so you will have time to review or request clarification/additional information prior to the meeting.

As

If you will not be able to attend the meeting on October 31st, please call Jim Overland at 515-281-4198. call us directly or share them with Jim. will be in the same place as the last one, Hoover State Office Building, 1st Floor Conference Room, from 1 to 4 PM.

If you have specific questions or concerns you may The meeting See you on October 31 .

enclosure

*

Okober 9, 1991 1

STATEWIDE SERVICE DKLNERY TASK FORCE

September 27, 1991 - Meeting Summary

PURPOSE :

To select areas or topics for additional review.

Charles MacNider (Chair), Charles Palmer (Co-Chair), Dave Plazak (for Allan Thoms of Economic Development), Bill Jackson of Cultural Affairs, Betty Grandquist (Elder Affairs), Chris Atchison (Public Health), Senator Elaine Syzmoniak, Supervisor Lorna Burnside, Arlene Dayhoff, Representative Joan Hester, Merlin Plagge, Perry Chapin and Jim Overland (staff)

Absent were: iriayne Richey (Regents), i5ob Cramer, Charles Edwards, John Lewis, Senator Emil Husak and Kyle Krause

Guests in attendance were: Gary Neilson and Mark Thut (Booz-Allen), Gerd Cla- baugh and Dave Fries (Public Health), Janet Phipps and Paul Carlson (Management), Denny Tice, Shirley Andre and Bob Humphrey (Transportation), Mary Fleckenstein (Fiscal Bureau), Dan Weingarden, (Insurance), and Jerry Downin (Farm Bureau).

ISSUES ADDRESSED:

The Chair shared with the Task Force members the consensus goals of Government Spending Reform which are: Encourage Economic Diversification; Maintain and Improve Iowa's High Quality Education; and Maintain and Improve Iowa's "Quality of Life." estimated to be $150M and using GAAP this deficit grows to $300M. Committee's goal is to reduce the FY92-FY93 expenditures by $300M, with most coming out of FY93.

The magnitude of the problem is that the FY92-FY93 deficit is The

Two major subjects (scope of the issue and opportunities for savings) were dis- cussed at the second Task Force meeting, successfully in other analysis of this type is to assign multiple amounts of savings. Force to review. With the 10% being the bottom line and the other amounts as potential additional savings. this equals approximately $50M for lo%, $100M for 20% and $200M for 40%. The question is no "Whether such cuts be made?" but, "If such cuts were to be made, how could it be done?"

A technique that Booz-Allen has used

These levels are 10%/20%/40% of the dollar amount assigned to the Task

For the Statewide Service Delivery Task Force

The recommendations to be developed by the Task Force will fall into two categories. Near term recommendations for immediate savings in FY92-FY93 and longer term recommendations requiring fundamental changes over a 3-5 year period. recommendation is considered as near or long term. constituencies served are valid considerations in the prioritization process. There are no sacred cows.

The perceived political difficulty might be a'factor in whether a The relative need of the

The job of the Task Force is to prioritize.

u I . h

October 9, 1991 2

There were some suggestions offered by Task Force members. delivered at the county/local office if the dollars go with the service. pass the responsibility without providing the means. Once ICN (Iowa Communications Network) is on line? government services.

Services could be Cannot

Could there be some saving One stop shopping for all

One member said "Either do it right or don't do it!"

A market driven service Delivery model was presented to the Task Force. The concept was to design a model that delivered government services at the site where people are or go. differently.

This was an example of a strategy for doing things

Potential areas of analysis were developed from a review of the line item appropriations that were identified as related to the Statewide Service Delivery Task Force. were reviewed and discussed by the Task Force. of Transportation, Cultural Affairs and Economic Development made presentations regarding changes they were proposing within their' respective agencies.

These areas Following this discussion the Department's

The first presentation by the Department of Transportation (see attac'ment 1) recommended a reduction in the number of maintenance garages from 138 to 109. The current location of garages has a historical basis and recent reviews and studies have identified a more productive configuration/location. savings were $14.5M as a one time savings (or cost avoidance) and $920,000 as a reduction in annual payroll and operating expenses. A question was asked about having local governments provide the road maintenance for the state. response was that this has been offered and that either bids have not been received or they were much higher than it costs the state to do the work. The reason behind this appears to be the fear of the tort liability incurred by the local governments. Another question was raised about the duplication in garages at the different levels of government and this was referred to the Intergovernmental Task Force.

The estimated

The

The second presentation (see attachment 2) recommended the creation of nineteen regional customer service centers. These centers would consolidate all drivers license issuance, transfer all motor vehicle registration and decentralize motor carrier services and enforcement into 19 regional centers. the number of drivers license stations from 141 to 19 while providing longer hours of operation. This is a reduction 80% in drivers license centers, 70% reduction in needed staff and a 50% reduction in costs. It was estimated that these changes would provide an annual savings of $9M in the first phase with the potential for more in future years.

This wduld reduce

The Departmefit of Cultural Affairs presented four recommendations. The first related that eight of the historical sites in Iowa are managed and staffed by cultural affairs. They believe that these should be handled in the same manner as other historical sites. The second recommendation was that Cultural Affairs close the Iowa City office for archives as they also operate an archives office in Des Moines. The third issue was that they did not see the need to maintain the medical library in Des Moines as Iowa City has a medical library and so do many other sites in central Iowa. eliminate the regional library system. compiled and shared with the Task Force.

The fourth recommendation was to reduce or An expansion on this analysis will be

-_-- I -1 ,PI.-.- --__.

. . I * ~ October 9, 1991 3

The Department of Economic Development, within the context of fragmentation and consolidation, identified four issues and potential solutions (see attachment 3). First was the problem of multiple service delivery boundary systems while the second discussed business services fragmentation. fragmentation and duplication of effort in international programs. The fourth issue was the variety of opportunities to consolidate development programs.

Third was the

PROGRESS MADE:

Twenty-four items were identified for further analysis with either a high or medium level of effort. other analysis that might be needed. follows:

Agencies who made presentations agreed to assist in any The 24 items and the state agencies are as

DNR - REAP DOT - MAINTENANCE GARAGES PUBLIC HEALTH - SUBSTANCE ABUSE DOT - CUSTOMER SVC. CENTERS CULTURAL AFFAIRS - HISTORICAL SITES CULTURAL AFFAIRS - IA. C I T Y OFFICE CUi?iTliiiL APFAIES - Ir'EDICki LIBHjlilY CULTURAL AFFAIZS - REGIONAL LIBRARIES ECONOMIC DEVELOPMENT - REORG DHS - HOSPITAL SCHOOLS DHS - MI'S DHS - JUVENILE INST. DHS - FOSTER CARE DHS - SERVICE OVERLAP JUSTICE - JWENILE JUSTICE EDUCATION - COMM. COLLEGES/AEA'S REGENTS - INDIGENT CARE REGENTS - PSYCHIATRIC HOSPITAL REGENTS - HYGENIC LAB REGENTS - HOSPITAL SCHOOL REGENTS - OAKDALE CAMPUS REGENTS - FAMILY PRACTICE PROG. DIA - PUB DEF/INDIGENT DEF CORRECTIONS - COMMUNITY CORRECTIONS

EMERGING RESULTS:

The changes recommended by the Department of Transportation have significant dollar savings attached to them but these are savings in the Road Use Tax Fund and not the General Fund. The potential savings generated by the changes sug- gested by the Department of Cultural Affairs do not appear to be as significant but they are still savings. The other areas for analysis do not yet have dollar estimates attached to them but this will be completed s'oon.

OUTLINE OF WORK TO Do:

Each of the 24 items needs to have in-depth analysis conducted and this will be the responsibility of the staff coordinator (Jim Overland) and the Task Force analyst ( Jo Page) with the assistance of others as needed, e.g. agency staff of the program being reviewed. Where the issues cross Task Force responsibilities, action, information and results will be shared. The completed analysis will be given to the Task Force members and they will formulate preliminary recommenda- tions at the October 31 meeting. Final recommendations will be made at the No- vember 13 meeting and these will be given to the Governor's Committee on Spend- ing Reform.

Meeting Schedule: Thurqday, October 31 - 1-4 PM - Hoover, 1st F1. Conf. Rm. - Develop preliminary recommendations - Develop final recommendations

Wednesday, November 13 - 1-4 PM - Hoover, 1st F1. Conf. Rm.

~ * ....., . . * ' .

GOVERNOR'S COMMITlcE ON SPENDING REFORM

STATEWIDE SERVICE DELIVEHY TAsg FORCE

Charlie MacNider, Chair

Charles M. Palmer, Co-Chair

James D. Overland, Coordinator

Jo Page, Analyst

Noverber 13, 1991

1

TABLE OF

Closing MEII's

Reduce to 109 Maintenance Garages

19 Drivers License Service Centers

Eliminate Regional Libraries

Eliminate REAP

Restructure Community Corrections

Utilize Parole versus Community Beds

Title X I X Vaccination Funding

Foster Care

Service Delivery Network

Public Def ender/Indigent Defense

Historical Sites

Page

1

6

9

11

14

16

19

20

21

23

24

25

I . . i a ' .

1

. . I A W C Y "E: Iowa Department of Human Services

ISSUE: 650 beds.

Is there a need to maintain 4 mental health institutes with a total of

EAQRGROUND: turn of the century. the state, "out of sight - out of mind". The peak population was 6,700+ in 1936. mentally ill that has resulted in a tremendous drop in the number of people served at the institutions annually. Clarinda and Mt. Pleasant, have had part of their institutional grounds converted into correctional facilities. For FY92, the four institutions have undergone a restructuring of their mental health services that has resulted in a combined capacity-of 650.

All four of the mental health institutes were built before the They were located in rural are& away from the center of

Since that time different techniques have been developed.to serve the

The two southern mental health institutes,

SM;GEsTED -: Pleasant and allocate some of the saved resources to replace services for those counties who would lose access to the closed MHI's.

Close the mental health institutes at Clarinda and Mt.

DISCUSSION: great as it would have been just 25 years ago. each of these sites will dampen the economic impact and other uses for these grounds should also be pursued. community to treat the clients that no longer can go to these two MHI's are Adult Psychiatric Care, Geriatric Medical and Substance Abuse.

The impact on the local cornunities of closing the MHI is not as The correction's operation at

The three services that are needed in the

Adult Psychiatric Care

It has been demonstrated throughout the country that many persons who are institutionalized for Adult Psychiatric Care can be successfully treated in a community based setting. It is imperative, however, that the community based Adult Psychiatric Care be properly organized and contain a minimum of elements including the following; 24-hour emergency phone service; 24-hour emergency mobile response capability; short term non-acute crisis/residential treatment; and acute non-hospital based crisis/residential. services would be set up as expansions of the emergency phone capabilities currently in existence within the community mental health centers. Currently nine of the twelve community mental health centers within the Mt. Pleasant catchment area offer 24-hour emergency phone service. It is estimated that the annual cost for 'providing this service as described here would be $4,376,250, one-half for each catchment area of the two institutions (see the detail in the fiscal analysis).

Twenty-four hour phone.

A description of the four components follows:

1) Crisis telephone services are an essential part of the array of crisis services. Such telephone services are often the first point of contact with the mental health system for a client in crisis or a member of his or her support system. counseling, advice or referral on the telephone. appears to be the result of an acute psychiatric crisis, face-to-face contact is indicated. catchment area as expansions of the emergency phone capabilities currently in existence within the community mental health centers.

Some crises may be dealt with through However, when the call

24-hour phone services would be set up within the

If face-to-face assessment and crisis intervention services are needed, services would be provided either on a walk-in basis or through a mobile emergency service. determine whether crises can be resolved on-the-spot, by utilizing one of the crisis residential alternatives, or if an inpatient hospitalization is required. for all further emergency services; helping to ensure that the client receives the most appropriate service. coordinated with the emergency phone services through the community mental health centers, although local hospital psychiatric programs could also act as a provider of these services.

These face-to-face assessment services help to

These workers serve as the "gate-keepers''

These services work best if

3) One Ten bed short term non-acute crisis program would be set up within

These programs serve persons who do not require acute each catchment area to serve persons in crisis situations for a short period of time. care, but who need to be removed or protected from their current situation to resolve their current crisis. 'These programs would generally serve persons for up to 5 days.

4 ) One five bed acute care non-hospital based program would be developed within the catchment area. The acute care program would assist persons in a crisis situation that need additional supervision and treatment in order to stabilize the episode. require acute care due to a psychiatric crisis but do not require hospital treatment. treatment in order to stabilize the crisis situation, and are medically supervised. days.

These facilities serve persons who

These programs provide additional supervision and

These programs would generally serve persons for up to 14

5) A fifth component, essential to the success of any community based proposal, would be the technical assistance provided by the Division of Ment a1 Heal th/Ment a1 Retarda t ion/Developmental Disabilities . with this will be monitoring to assure the quality of the services

Coup led

- provided.

Geriatric Medical

Geriatric medical would provide care for a primarily elderly population who need nursing care f o r a physical condition as well as specially trained staff to accommodate additional needs due to a mental illness. community alternatives to meet this need are as follows:.

Options to develop

OPTION #1 Nursing Home alternatives which authorize Medicaid payment fo r ancillary psychiatric treatment services

OPTION #2 Development of contractual arrangements for 3-25 state to provide state/county funded

bed IMDs in the geriatric / medical services

OPTION #3 Recreate a 50 bed geriatric medical unit at Cherokee MHI.

3

- -''-.,The recommended option is 112 and the estimated annual cost for providing this

. bervice as described here would be $1,259,250 (see the detail in the fiscal analysis).

Substance Abuse

Substance abuse services funded by the Department of Public Health would be given $2,000,000 in additional funds to be distributed across the state for additional out-patient substance abuse services. that the state would still be the fallback position for these services if local providers were unwilling or unable to respond adequately.

It is also important to note

Not funding these community based services when closing a mental health institute would place a severe fiscal strain on the counties and local communities that utilize the closed MHI.

FISCAL ANALYSIS:

Summary: The closing of Clarinda and Mt. Pleasant MHI's would save $5.8 M in one fiscal year. The cost for the three community services would be $3.1 M. is also a cost to the correctional operations at these two sites for the overhead at the institutions and that is estimated to be $1.7 M at 100% state funds. years the dollars would be adjusted for inflation/cost increases and would be a cost avoidance. The cost to the counties for transporting clients to the mental health institutes and obtaining court commitments has not been included as it is an unknown savings. This would, though, offset some of the added costs to the counties for closing the MHI's and putting services in the local communities.

There

The estimated net savings to Iowa would be $1.0 M for FY93. In future

TOTAL STATE COUNTY FEDERAL

Institutional Saving $10,763,720 $5,842,682 $3,306,152 $1,614,886

Geriatric Medical -1,259,250 -85,629 -342,516 -831 , 105 Adult Psychiatric -4,376,250 -1,003,250 -3,373,000 0

Substance Abuse -2,000,000 -2,000,000 0 0 Dept. of Corrections -1,710,353 -1,710,353 0 0

NET SAVINGS/ (COST) $ 1,417,867 $ 1,043,450 $ (409,364) $ 783,781

Detail:

Closing Mt. Pleasant: (FY93 dollars)

$4,996,683 Estimated Appropriation

Adult Psychiatric Substance Abuse

$1,611,819 Est. Cost $3,384,864 Est. Cost $2,538,648 State 75%

$246,053 Cap Cost

$322,364 State 20% $180,524 State Cases (14%) $550,954 Cap Cost

$42,311 State Cases (5%)

------------ ------------ $1,053,842 Est. Gross Saving $2,827,012 Est. Gross Saving

$1,053,842 $2,827,012

1 $3,880,854 Estimated Combined Gross Saving ------------

Does not reflect cost for vacation pay-out, unemployment costs or over-head cost shift to corrections

Closing Clarinda: (FY93 dollars) I

$5,767,037 Est. Cost $1,153,407 State 20% $369,094 State Cases (8%) $439,327 Cap Cost ------------

$1,961,828 Est. Total Gross Saving

Does not reflect cost for vacation pay-out, unemployment costs or over-head cost shift to corrections

STATE COUNTY FED- - TOTAL - Community Based Adult Psych Treatment no. unit $/unit - (1) - Mental Health Centers would be required to offer this service.

$0 36 FTEs 1 $36,000 $1,296,000 $259,200 $1,036,800

0

0

(3) 15 Beds 365 $65 355,875 71,175 284,700

( 4 ) 5 Beds 365 $250 456,250 91,250 365,000

80,000 80,000 0 0

$0

--------- -------- --------- ------- (5)

Annual. cost $2,188,125 $501,625 $1,686,500

Geriatric/Medical - (If existing units at Clarinda MHI are closed) $1 TOTAL STATE COUNTY FEDERAL

no. unit unit - -- OPTION IC1 300 Bds 365 $51 $5,580,120 $379,448 $1,517,793 $3,682,879

OPTION #2 50 Bds 365 $69 $1,259,250 $85,629 $342,516 $831,105

OPTION #3 50 Bds 365 $1,625,248 $110,517 $442,067 $1,072,664

Assumptions: - All participants in the community based geriatric medical

- The county participation rate is 80% of the non-federal share. program are Medicaid.

SUBSTANCE ABUSE

Redirect the appropriation to the Department of Health for treatment of 900 additional community based SA persons.

SUMMARY OF COMMUNITY BASED PROGRAM DEVELOPMENT AND INSTITUTIONAL SAVING

(Using Option #2 for Medical/Geriatric)

- TOTAL STATE COUNTY Mt Pleasant Catchment Area

Institutional Saving ($4,996,683) ($3 , 880,854) ($999 , 337) Adult Psych Development $2,188,125 $501,625 $1,686,500 Community Based SA Treatment $2,000,000 ---------- ---------- -------- Summary of Cost "(Saving) ($2,808 , 558) ($1,379 , 229) $687 , 163

Clarinda Catchment Area

Institutional Saving (5,767,037) (1 , 961 , 828) (2 , 306 , 815) Adult Psych Development $2,188,125 $501,625 $1,686,500 Corn Based Med/Geriatric 1,259 , 250 85 , 629 342 , 516 Summary of Cost (Saving) ($2,319,662) ($1,374,574) ($277,799)

--------- --------- - - - - - - - - -

5

$2,000,000

($116,492)

(1,498 , 394)

Savings are based on one full year of service. During the transitional period costs and savings will be dependent upon the length of the transition period.

IMPLICATIONS: As all mental health institutes are identified in the Code of Iowa, it will require legislative action for any institution to be closed. consideration of closing mental health institutes, it is important that resources be allocated to replace services for those counties who would lose access to the closed MHIs. still be the fallback position for substance abuse services if local providers were unwilling or unable to respond adequately.

In

It is also important to note that the state would

AGENCY NAME: Department Of Transportation .

ISSUE: Is there a need to have 138 maintenance garages in Iowa.

BACKGROUND: There are two significant factors that play an important part in deciding where to locate maintenance garages. sufficient to sustain a large enough work force with adequate supervision to be efficient and productive. desirable optimum of 25 miles as practical to minimize the number of turn around points; this maximizes uniformity of service. factors, the Department of Transportation initiated a plan to replace and consolidate maintenance garages in 1972. closed and their maintenance areas consolidated with adjacent areas.

First, the area served must be

Second, snow plow runs must be kept as near the

In striving to fulfill these

Between 1972 and 1989, 37 garages were

In January 1989, a moratorium was placed on closing garages and a consultant, Wilbur Smith Associates, was hired to provide recomendations relative to the location and construction needs for highway maintenance facilities. important conclusions,of this study were:

Two

- The level of highway maintenance services now being provided by the DOT can be matched or improved by operating larger and more productive crews.

- The proper number of DOT maintenance facilities ranges from 70 to 110, depending on the organizational strategy chosen to accomplish maintenance.

The consultant's report found that about 50% of the highway maintenance facilities in the state are in need of major rehabilitation or replacement due to their size, condition, or both. In their public meetings, the consultant - discovered that the citizens of Iowa expect a fairly high level of service on the roads they travel. In general, they believe the state is currently providing them with this high level of service which they expect to continue. The public also was clear that they do not want any changes in the location of the present facilities; change to the citizen means lower levels of and less responsive service as well as adverse economic impacts on the communities which may lose their existing Iowa DOT maintenance facility.

The consultant stated in the report that the larger number of maintenance garages, 110, would provide the highest level of service for winter snow removal activities but would sacrifice some efficiency for summer maintenance activities. maintenance functions to be performed and significant gains in productivity were achieved when larger crews were formed. Though scheduled maintenance work in the spring, summer and fall seasons constitute approximately 70% of the money spent on highway related activities, winter maintenance is critical to providing the traveling public and industry in Iowa with the mobility they need to sustain the Iowa economy. larger and more efficient equipment allows for the consolidation of DOT maintenance staff and garages.

They found that larger crews allow for the full spectrum of

Modernization of the highway system and the purchasing of

SUGGESTED CHANGE: Reduce the number of maintenance garages by 29, from 138 to 109. This number reflects the optimum number to do winter road maintenance with minimal shifting to handle non-winter maintenance responsibilities.

.. . , :. 7

1 . -DISCUSSION: Winter maintenance is critical to providing the traveling public and industry in Iowa with the mobility they need to sustain the Iowa economy. The best combination of winter and summer maintenance can be provided by additional consolidation of garages. In a few locations, unstaffed satellite garages may be necessary to provide storage for an end loader and de-icing materials to provide the greatest possible efficiency to the maintenance crews. This ability to consolidate the department's maintenance forces and the move to larger maintenance areas is, in a large part, a result of our ability to purchase larger and more efficient equipment with which t o maintain Iowa's highways. Modernization of the highway system over the years also makes consolidation of highway maintenance operations possible.

FISCAL ANALYSIS: expenditure avoidance of $500,000 for each garage closed or a savings of $14.5 million in the Road Use Tax Fund over a period of years. would be approximately $1 million a year in the Road Use Tax Fund once the 29 garages were closed. this could be implemented but only four are cost out here. five and ten year options.

The closing of 29 garages would result in a one time capital

The operating savings

There are a number of options for the speed with which They are one, three,

Option New Construction Cost*

1 year*** $14,243,750

3 year Year 1 Year 2 Year 3 Total

5 year Year 1 Year 2 .Year 3 Year 4 Year 5 Total

10 year Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Total

$1,750,000 7,031,250

$14,243,750

$ 1,750,000 3,737,500 4,868,750 1,410,000 1,700,000

$13,466,250

$700,000 $700 , 000

$1,495,000 $1,495,000 $1,947,500 $1,947,500

$705,000 $705,000 $850,000 $850,000

$11,395,000

Annual Operational Saving from Closures**

$930,000

$420,000 $670,000

930,000

$420,000 540,000 740,000 860,000 930 , 000

$210,000 315,000 375,000 540,000 640,000 740,000 795,000 860,000 895,000 930,000

j;

**

- Accelerated program exceeds current staff capability so 25% (15% for design and general building inspection and 10% for land acquisition, appraisal, utility negotiations, zoning reviews, hazardous material assessment, etc.) inflation factor was added to the costs estimates for One, Three and the first three years of the Five year options. Other required garage construction would also be taking place during all but the 1 year option. The savings will start to accrue 18 months after the appropriation is available. The operational savings is approximately $16,000 per facility with the remaining savings coming from reduced staff. all 29 garages are closed, 12 staff will have been eliminated ( 6 supervisors and 6 mechanics). number needs to be maintained at its current level.

Once

No loss in equipment operators as this

*** This plan is not recommended by DOT as it is not practical to build this many garages in 1 year and such a garage construction program would have a negative impact on the highway construction program.

IMPLICATIONS: and the legislature would also have to agree to the option elected.

?he moratorium would have to be eliminated from the Code of Iowa

. AGENCY NAME: Department Of Transportation

ISSUE: entry point for most DOT services) and have W T do all motor vehicle registration and titling.

Establish 19 regional drivers license centers (and offer a common

BACKGROUND: There are currently 141 different sites (operating at different times) where Iowans go to receive or renew their drivers license. than the state of California has for over 1OX the population and almost 3X the area. vehicle. registration renewal at branch or regional offices.

This is more

There are over 100 sites where people must go to register or title a Currently 40 states have central issuance of titles and 47 states have

SUGGESTED CHANGE: 141 to 19, and consolidate licensing staff at these locations (see attachment 6 for a listing of the 19 service center sites). responsibility for all motor vehicle titling and registration from the county treasurers offices and do it centrally from Des Moines with access at the 19 service centers.

Reduce the number of drivers license stations by 122, from

DOT would also assume

IIISCUSSION: drive more than 50 miles (one way) to obtain drivers license services. offices would also operate 6 days a week from 8 AM till 4:30 PM plus one early morning time and one late evening time at each site. (See Attachment 1.) These offices would also provide access points around the state for other DOT services, e.g. oversize and other permits. This option would also ask for a law change that would allow for mail renewal of drivers licenses every other four year cycle for a broad age group (estimated that over 20% of all licenses will be processed by mail). By staffing only 19 centers, more staff will be at each site. with the ability to call up more help from "back room" to open more windows in peak periods. drivers licenses, certify records, complete vehicle registrations, handle work permits and SR22 filings, and many, many more services. list of the services to be provided on Attachment 2 . )

Nineteen service centers were devised so no person would have to These

Multiple service windows would be available to process drivers license

Employees would be cross-trained so all staff could process

(See a more detailed

Currently the level of service each county provides in relation to vehicle titling and registration varies across a very wide spectrum. county population base, the more sophisticated the level of service. The Department of Transportation proposal of centralizing this responsibility within DOT would ensure that all of Iowa's citizens would have.the same level of service. Though the convenience of going to the county treasurer would be lost, it is expected that over 90% of all vehicle registrations will be processed by mail and thus not require an office visit. access at any of the 19 service centers.

The larger the

For that 10% that do, they can

Some of the advantages of having DOT assume this responsibility are: greater uniformity in applying title and registration laws; greater protection from title fraud; greater capability to implement enhancements to improve convenience; lower costs; less training; no transferring of records from county to county; earlier depositing of funds into the Road Use Tax Fund and thus

10

- earning more interest; cost savings by elimination of monthly data reports and microfiche to 99 counties; motor vehicle enforcement officers no longer stopping at county treasurers for requests for service; longer hours of service; etc.

Some of the disadvantages are: loss of local office for in person contact; postage costs would increase as bulk of business would be by mail; more mail loss opportunity because of the larger mail flow; additional phone costs; greater risk/quantity of "insufficient funds" checks ;. etc.

(See attachment 7 for additional discussions. )

f

FISCAL ANALYSIS: assumption of motor vehicle registratiodtitling would result in the reduction of approximately 316 jobs (see attachment 3) and generate an annual savings of approximately $9.5 million in the Road Use Tax Fund (see attachment 4). would take twelve months once the change over is started to be fully operational (see attachment 5).

The closing of 122 drivers license stations and the

It

MPLICATIONS: The following modifications need to be made to the Iowa Code:

Chapter 135D.24 & 27(2) Chapter 321 Chapter 32lA.2(1) Administrative Review Chapter 3215.4a(3) & (5) Chapter 322B.2 & 422B.4 Chapter 423.6 & 423.7

Mobile Home Titles Motor Vehicles (52 Sections)

OW1 Plates Local Vehicle Tax Use Tax

It is also possible that part of this operation, processing of vehicle registration and drivers license by mail or the archiving of paper vehicle registration records now in county courthouses, could be privatized.

I

~ . .

Motor Vehicle' Division Regional Service Centers ,Hours of Service

I

Current ~

County Treasurer Monday = Friday

8:UO - 4~30 GENERALLY e SOME EXCEPTIONS

Driver Services .Field Staff Variable Schedule

From &Days-per=Week to I-Dapper-Month

I central office 1

I . 5=Days=per=Wee k I -. 8:OO - 4~30

*

Proposed

Regional Center Monday = Saturday 6-Days=per=Week

Expanded hours accomplished In part by

elimination of 6,848 hours team travel time

(20,544 staff hours) per year.

S=Days-per-Week

Motor Vehicle Division Regional Service Centers

3 Attachmpnt 3

I . * 1 ; *Motor Vehicle Qivision Regional Service Centers

S t a m

. . . I

1 Attachment 3

. - . .' Q . . .

Motor Vehicle Division Regional Service Centers nerating Costs

Current

I ... , * 1 ~

Motor Vehicle Division Regional Service Centers A reduction of 157,770 driver license renewals annually Is offset by the following:

Picking up the Vehicle Registration "walk-in" renewals. Presently 40% of people mail in renewal notlces. Service center lacated people will cantlnue to "walk-in", Nlnety-percent (~WO) of peapre wlll eventuattly renew by mall after ease of renewal process la discovered.

Additional aotivities asslgned to the dn'ver license stations over recent years.

Camrnerclal Driver Ucense (CDL) Program-Scheduling CDL testing at 14 sltes.

Previous to CDL, we had 8 written knowledge exams, now we have 28 written knowledge exams.

Driving test for CDL requires extra time for pre-trip and basic Control. Previous to CDL, we allowed 30 minutes for a semi driving test, now we have to allow I hour and 30 minutes for a Clam I vehlde.

Voter Registration

Medical alert and organ donor information is captured electmnlcally tequring the derk to obtaln the information from the applcant at the time the application is entered into the computer system.

We have added the step of handing out an Owl pamphlet with each license issued.

Increased number of reinstatements due to OW1 law, Each reinstatement requires record checks before reinstatement process is Mated.

Temporary Restricted Ucenses (TRL) are now issued in the field instead of the cantral clffice.

A more detailed explanation is needed for the vision screening devices. The device provides a better screening aid; but, at the same time, it does require more time with the applicant. Since 1988, field-of-vision screening h a s been added to the vision weening process done by the driver license issuance staff.

Issuance of handicapped parking devices.

Fraud detection requires additional time with some applicants. Fake 1Ds for dtinking and the professional check writers.

Soclal security number verification requires that the applicant's documentatiorr be m- viewed.

* Motor Vehicle Division Regional Service Centers .

i With the ability to check records, we are now checking the applicants’ records more thmughly in an attempt to avoid lasuance of a license to applicants who are not eligible.

We are now checking the National Oriver Register, the Commerdal Driver Urn- Issuance System, Driver Llcense Redproclty System, and our own Driver Ucense Issuance File before issuance of a driver license.

Qun permits for peace offieem. This requires miledon and audit of fees, aa well 8s a photograph taken.

Emergency responder car&. This requires cdllection and audlt of fees, as well as a photograph taken.

Increase in departmental re-examinations whlch requires 8 vision screen, written exami- nations, and ddvlng exarninatlona. Increase la due to peace officer and accldent requests.

Need to spend more time with each applbant to adequately %men driving abilities based an medicaVphysical conditions, This Is evidenced by a 46% decrease in line re-examinations (h., persons selected for drive test at the of renewal based on obervations of examiner durfng renewal application process) in the period from 1985 through 1990. This is in spite of increasing elderly papuiation.

Baslc steps induded in issuing a driver license:

New issuance

Vision, knowledge, and driving tests. Interstate record checks (q., National Driver Register, Driver License Reciprocity, Commercial Driver License Information Sptem). Iowa record check. Application/lnterview/fee process. Photograph process.

Renewal

Vision test. Application/inten/iew/fee process. Photograph process.

Estimated irnpiernentatidn time:

. > . 3 ' .' -. IX .: .

1. Sioux Citys

2 - Spencer F

3. Mason City

4 . Waukon

5. Fort Dodger

6. Waterloo

7. Dubuque

8. Carroll F

9. Ames

10. Marshalltown

11. Cedar Rapids

12. Des Moines

13. Iowa City

14. Davenport

15. Council Bluffsx

16 ._ Creston .X-

17. Ottumwa

18. Burlington/Ft. Madison

19. Muscatine

t

Attachment 6

,

Motor Vehicle Division 'Regional Service Centers Concerns & Wavs to S olve Them

Loas of local servlce: Tiff 6s & Registration

solutions:

Tths - 350,000 currently malled to lien holders by the treasure& offloe, so the customem don't currently walk out with the title.

'

t

Q

Duplicate UEles - (approx. 52,0OO/year) 5 day waiting period currently by law - SO they dont

Mall-In title appiicafl

f those have substantial (6 wk

om far certain vehicles. Reduce need for bntact with bMV

Legisiatively separate the title and registratio

Legislatively eliminate the requirement for move in can be registered as a separate function and the document.

Registration - currently 40% utilize mall-in renewal - we would

automatic withdrawal from financial institutions and*ATM.

fer of ownership so that

ed as the ownership

is would increase to

f$3enewals may be made at any of the 19 centers with the expanded hours identified.

a &urrently 47 states issue registration renewals at branch or regional locations.

Establishment of central customer service Unit available to all registered vehicle owners far personalized telephone service on problems encountered.

Greater uniformity of application of title and registrations procedures and laws through con- trolled training and supervision of daily opemtions,

Plates and renewal stickers available at all 19 centers for walk-in

Motor Vehicle Division Regional Service Centers Eaabllsh a flat fee registration far autos 9 years old and older to make easier to determine registration fee and reduce processing time on those older vahicles.

Application forms and fnstructions available at vatlous locatioclb: (banks, Insurance budnews, repalr shops, etc).

Storage of recards (trtle8 are held 5 years after no registration renewal of the vehide) ,

Solutions:

Estimate 20 mill copy, mkxofilm

Legislatively ell

Scan current titles for mc porting documents.

and supporting docmentation held at the counties either In paper

d &yt&yper 3 years all title supporting documents (MCO,

V ' What to do wlth county employees loss If

&ed to store hard copy c

How accommodate

of all titles and sup

.. . .. , .. . . * . * . .. .. .. . 6 . - . .

Solution$: *

Mail renewals.

Local transit avaifable tu assisl those needing transportatio

Wage titles - insurance companies ,

Solutions:

Insurance companies and salvage firms may elect to be a part of the dealer title application system.

lass of local service: Oriver License.

No one will be required to travel more than 50 miles to reach 8 regional service center.

. ,_ .. 'I ..

Motor -. Vehicle Division Regional Service Centers ' Streamtine procedures to reduce repeat trips.

Increase staff available to handle peak advlty periods.

Increase length of servlce day and open 6 days a week.

Renewal by mall every other dyear cycle for:

Age 18-55 Clean drhring record (Assumes mandatory physidan reporting of driver impairment)

Local

. . . . . . . . . .

transit

* a . -1. . .

o asslst those needing trarisportation to service

. . . . . . . . . . . . . . . . . . . . . . . . . . . .

centers.

. C . . ,.. -.

_I----. -7-

, . . .

AGENCY W: Department of Cultural Affairs

ISSUE: Regional Library System

BACKGROUND: provide supportive library services to existing public libraries, and to encourage local financial support of public library service in areas where it was inadequate or nonexistent. libraries, and the State Library, to the 525 public libraries in Iowa are:

The Iowa Regional Library System was established in 1973 to

The four services provided by the seven regional

Interlibrary Loan - Providing a structure for the sharing of specific materials between libraries. Reference - libraries. Consultant and Library Development - Assisting librarians in evaluating and improving library service. ContinuinP Education - Providing educational opportunities to meet the needs of librarians.

Providing a structure for the sharing of information between

There are seven regional library offices as follows: Northwest Regional Library System, Sioux City; North Central Regional Library System, Mason City; Northeastern Iowa Regional Library System, Waterloo; East Central Regional Library, Cedar Rapids; Southeastern Library System, Davenport; Central Iowa Regional Library System, Des Moines; and Southwest Iowa Regional Library System, Council bluffs.

The Regional Library System's FY92 budget is $1,554,773 for 34.98 FTE's.

SUGGESTED CHANGE: services for the local libraries.

Eliminate the Regional Library System but maintain the

DISCUSSION:

11

Option A - State Library would assume the responsibility to provide basic reference and interlibrary services and to expand the Net Lender Program. continuing education at its current level. are :

1) Provide BASIC reference service through a competitive RFP process. The State Library would contract with one or more large public libraries to provide back-up reference service for smaller public libraries in Iowa. This could include 3 reference librarians, 3 WATTS lines (so local libraries could place calls for reference help without a phone charge), support costs and administrative costs.

2) Implement statewide use of new technology to expedite interlibrary loan process and encourage self-help on part of local public libraries. Education, the State Library would suspend the competitive LSCA (Library Services and Construction Act) grant program for 2 years and use these funds to purchase Locator workstations and FAX machines for local libraries.

This option would not continue the consulting and The components included

With the approval of the U.S. Department of

1

I -- --r-----.---- --- ----------I_.-

--..

- 3 ) The State Library would add 3 FTEs to receive FAX and

interlibrary loan requests from local libraries and enter requests into ICAN (Iowa Computer Assisted Network), an electronic mail interlibrary loan program.

currently paid by regional libraries. The limitations of Option 1 are:

libraries.

continue to provide specialized consulting assistance. (The State Library could prepare informational packets to send in response to typical consulting questions. into a volunteer group to be available to answer questions from new librarians. way for library staffs and trustees to discuss mutual problems and provide peer support and consulting. )

" -The number of continuing educational opportunities (workshops, programs, etc. ) would be significantly reduced. would be the two Public Library Management courses that are provided by the State Library through Telenet at the community colleges. Also, the State Library would continue to offer a small group of workshops each year. provide educational programs at five meetings and at the annual conference. programs and courses for a charge that would prohibit some librarians from attending. Many librarians also attend the American Library Association annual conferences which offers many more educational opportunities .>

This includes 2 additional WATTS lines. 4 ) Expand the Net Lender Program to include 17 public libraries

-Interlibrary loan will be.limited to items available in Iowa

-There will be no local consultants but the State Library will

Retired librarians might be organized

Meetings of county library associations could serve as a

(Still available

The Iowa Library Association would continue to

BCR (Bibliographic Center for Research) offers some

Option B - Includes all of Option A and would expand basic reference and interlibrary services and provide additional consulting and continuing education. Option A are:

1) Expand the RFP for more complete reference service and add 2 FTEs to the State Library.

2) The State Library would add 1.5 FTEs for expanded interlibrary loans. Would expand use of the OCLC, a national bibliographic utility, for items not found in Iowa.

The expansion to the components included in

3) Expansion in the use of Open Access. 4 ) The State Library would add 1 FTE to provide telephone

consulting services.

Option C - Includes all of Options A and B and would expand consulting and continuing education to close to its current level. the components included in Options A and B are:

4 ) The State Library would add 4 FTEs to provide coordinated consulting work and contract with 4 public libraries to provide space and equipment for each consultant's use.

appropriate expertise to present workshops in Iowa.

The expansion to

5) The State Library will contract with individuals with

I . , . 13

. .

- FISCAL ANALYSIS:

Summary of Options A, B, and C. Note that the dollars cannot be combined as that has already been taken into consideration in the development of the costs of each option.

Option cost Savings

A - $ 388,693 B (Includes A) $ 777,387 C (Includes Am) $1,027,387

$1,166,080 777,386

$ 527,386

Option A - 1) $ 137,000 2) No General Fund Dollars 3) $ 100,893 4 ) $ 150,000

Total $ 388,693 $1,166,080 Savings to the General Fund

Option B - 1) $ 65,194 2) $ 87,500

4) $ 36,000 3) $ 200,000

$ 388,693 Total from Option A

Total $ 777,387 $ 777,386 Savings to the General Fund

Option C - 4 ) $ 200,000 5) $ 50,000

$ 777,387 Total from Option B

Total $1,027,387 $ 527,386 Savings to the General Fund

IMPLICATIONS: The following modifications need to be made to the Code of Iowa:

Chapter 303.1 Chapter 303.92 Chapter 303.2(3) Chapter 303B and others.

14 '

AGmCY NAME: Department of Natural Resources

ISSUE: future appropriations.

Elimination of the Resource Enhancement and Protection (REAP) fund and

RACKGROUND: established by legislation in 1990, in response to a growing concern over the deterioration of Iowa's natural resources. The program is administered under the Department of Natural Resources. shall be a long-term integrated effort to wisely use and protect Iowa's Natural resources through:

The Resource Enhancement and Protection (REAP) fund was

The code provision states that the program

1. the acquisition and management of public land;

2.

3. environmental education, monitoring, and research; and

the upgrading of public park and preserve facilities;

4 . development of a conservation ethic among Iowans.

The statute established a funding mechanism whereby, beginning July 1, 1990 and ending June 30, 2001, an annual appropriation in the amount of $30,000,000 would be made to the REAP fund. following sources:

Fund proceeds are then allocated to the

1. The first $350,000 to conservation education;

2. 1X of.remaining funds for administration costs of the Department of Natural Resources;

3 . Of the remaining funds: 28% to the Open Spaces account (DNR)

85% state acquisition/development 10% private match

5% protected waters program

20% to county conservation activities 30% equally to each county 30% based on per capita 40% county competitive grants

20% for soil and water enhancement

15% to cities' parks and open space account via competitive grants

9% to the state land management/maintenance

5% to the historical resource grant and loan fund

3% to the living roadway trust fund

SUGGESTED CHANGE: for the standing appropriation to the REAP fund.

Elimination of the provision of the statute which provides

I

FISCAL ANALYSIS: through FY2001. Maximum IT93 savings - $30,000,000. repealing the Code provision - $223,000,000 over the next 8 years.

The Code provides for a $30,000,000 annual appropriation Total budgetary savings by

IMPLICATIONS: Would require revisions to Iowa Code chapter 455A to repeal . standing appropriation provision.

I AGRNCY NAME: Department of Corrections

ISSUE: into a central board system, with consolidation of payroll systems into the state system, use of the Iowa Finance and Accounting System, and the state audit procedures.

Merger of the existing eight community based correction (CBC) boards

BACKGROUND: Community Based Corrections serves in lieu of incarceration or following incarceration for offenders. pretrial release, pre-sentence investigation, probation, parole, interstate compact, intensive supervision, residential placement, work release and OW1 facility placement and community service sentencing. The CBC system is a key component to the overall corrections system as it serves approximately 85% of those adjudicated and under supervision.

The services included in the program are

The community based corrections system is formulated around the eight Iowa judicial districts. membership is prescribed by statute. committees. and oversees the management of administrative and program operations in the district. Each district acts autonomously of the Iowa Department of Corrections, including administration and program selection decisions. Each of the eight districts maintains its own payroll, accounting and auditing systems. However the Department of Corrections has regulatory responsibility for all community based corrections programs including developing guidelines, accrediting programs and funding.

Each district has a director and board of directors whose

The board, along with the director, sets policy, approves budget, In addition, each district has advisory

During the past ten years, the budget for community based corrections has increased threefold. from state revenues (known as state purchase of service - POS). outlines total budget figures during the past ten years for the eight districts:

Ninety percent of all funding to the eight districts is The following

Budget $9,325,882 $19,499,027 $31,961,244

Caseload N/A @ l a , ooo @ia,ooo

FTE' s N/A (2662 @ais

Additional funding comes from a variety of sources including the following: Local monies, federal contracts (the second largest funding source), rent from offenders, grants and subcontracts with counties for supplemental services.

Approximately 80% of the total community based corrections budget is personnel costs including salaries, vacation and retirement benefits. remaining 20% of the budget are the various mandated programs including substance abuse, domestic abuse, JTPA, sexual offender counseling and the OW1 program. Also included in this 20% is construction and maintenance funds for the residential facilities.

Included in the

* . . , * '

Appropriated state funds pass through the Department of Corrections for 'the benefit of each of the eight CBC districts. the districts on a quarterly basis.

. Allotments are then made to each of

i

Although the eight districts function separately from the Department of Corrections and the districts' employees are not classified as state employees, certain functions are performed and records maintained by various state agencies. Examples include:

- The Department of Personnel negotiates the CBC contract with AFSCME. - The Departments of Corrections & Personnel have developed and maintained (with the assistance of the districts) consistent classes and pay scales for CBC employees.

- A "dummy" payroll file on the districts' employees is maintained, based on information supplied by the districts. This file is used for salary annualiza-tion and salary adjustment projections as well as collective bargaining cost analysis.

-.The districts' employees participate in the State's insurance and benefit programs.

SUGGESTED CHANGE: board representation from each of the districts. The districts would be under the administrative control of the Department of Corrections and use the State accounting, payroll, and budget automated systems, and the district employees would become State employees.

Merge the eight CBC boards into one centralized board, with

FISCAL ANALYSIS: This is an issue of coordination, control and accountability for the expenditure of state funds. A determination of the savings which could be captured has been difficult partly due to the lack of oversight of the funds allocated to the separate districts. Currently, the districts receive an allotment totaling approximately $7,500,000 from the state general fund on a quarterly basis. By merging administrative functions under the Department of Corrections, the quarterly draw systems could be discontinued, thus allowing those funds to remain in the general fund until actual expenditures are made.

IMPLICATIONS:' Would require statutory revision to Iowa Code chapter 905. also require training of district staff for coordination with state payroll, audit, and accounting systems.

Would

ADVANTAGE3:

- Better coordination between all facets of correctional services, including the ability to plan, administer and monitor current and future expansion.

Provide consistency of expenditures for administration and programming between districts -

-

I

17 I

- Elimin-tion of the quart . dvances from the general fund, thus improving cash f l o w and increasing in t e re s t earned.

Maintenance of the ''dunmy" f i les would no longer be necessary as the Sta te ' s payrol l and budget systems would be used.

- -

- Expenses could be lowered through use of General Serwices purchasing and the elimination of paying for personnel/payroll services. e igh t districts spent approximately $28,000 annually for t h e i r various payroll systems.

The

DISADVANTAGES:

- Loss of local autonomy.

- Training of district staff w i l l be necessary for the S t a t e payroll, accounting and auditing systems.

I . .

AGENCY NAl4E: Iowa Department of Corrections

I 19 I

ISSUE: the number of beds in residential facilities for certain classes of offenders.

Increase use of intensive supervision as an alternative to increasing

BACKGXOUND: established as a vehicle to place offenders back into the community once they were approved for parole from the prison system. The system has been expanded toward using the facilities for placement of certain offenders who are placed on probation. Currently, community based corrections has 779 beds in residential facilities. As of October 4 , 1991, all beds were filled and there were 250 offenders within the prison system awaiting beds in the CBC facilities. means that offenders currently incarcerated have been paroled but remain in prison due to lack of space. construction. facilities, such as education, employment counseling, and family problem services. an annual cost of $35,055.

Community based corrections residential facilities were initially

This

An additional 200 beds have approved for A variety of remedial programs are available within the

It currently costs approximately $45 a day to maintain each bed, or

SUGCESTED CHANGE: intensive supervision program as an alternative to placing them in residential facilities. electronic monitoring, run approximately $8-$10 per offender.

Reduce cost by placing more low to medium risk offenders in

Average daily cost for intensive supervision, such as use of

FISCAL ANALYSIS: Current daily cost of maintaining bed - $45 Current annual cost of maintaining beds at full capacity

Current daily cost of intensive supervision - $10 Cost savings by removing 1 person from facility and placing

Savings of placing 10% of current capacity in intensive

(779) - $12,800,000

in intensive supervision program - $35/day

supervision - $1,020,000 annually

ADVANTAGES: - Would allow offenders eligible for parole from the prison system One of the indirect costs of

retaining offenders in the prison system longer than necessary is an increase in AFDC payments in those cases where the offender is removed from the family environment and unable to provide support.

Federal funding is available for electronic surveilance equipment.

' to move into community facilities.

-

AGENCY NAME: Department of Public Health

ISSUE: childhood immunization vaccine to Title XIX private physicians on conditions they bill Title XIX for administration cost only for shots given to Title XIX eligible children.

The Iowa Department of Public Health will provide and replace

BACKGROUND: series of immunization shots:

During the first years of life, a child receives the following

Type Ages

DPT 2 mos. 4 mos. 6 mos. 15 mos. 4 yearsf Polio 2 mos. 4 mos. 15 mos. 4 yearsf MMR 15 mos. 4 yearsf HIB 2 mos. 4 mos. 6 mos. 15 mos.

For those children who are ADC dependent, immunizations are available from either a private physician or at a local Public Health Clinic. The physician usually purchases immunization vaccine directly from a pharmaceutical company without a discount. Services (DHS) at the Title XIX rate.

The physician is reimbursed by the Department of Human

SUGGESTED CHANGE: purchase the childhood vaccine from the Centers for Disease Control at the Center's bulk contract prices. administering physicians within the Title XIX program.

The Iowa Department of Public Health (DPH) is allowed to

Have DPH purchase and provide the vaccine to

FISCAL ANALYSIS: year are as follows:

Cost comparisons and potential savings for the past fiscal

Title XIX Cost cost Total Total Pot en t ial Vaccine Claims DHS DPH DHS Cost DPH Cost Dollar Savings

. M M R 9,946 $30.34 $15.329 $301,762 $152,462 $149,300 HIB 13,429 18.24 5.16 244,945 69,294 175,651 OPV 23,397 12.03 2.00 281,466 46,817 234,649 DPT 25,529 20.15 6.245 514,409 159,429 354,980

-8,200 Misc

Total Public Savings $922,780 Less Administrative Costs 107,093 Net Savings $815,687 State Share $288,508 Federal Share $527,178

See attachment for additional discussion on costs.

IMPLICATIONS: are no obvious barriers to implementation.

A number of administrative items need to be completed but there

CONCEPT TO FUND REQUEST FOR CHILDHOOD VACCINES

IMMUNIZATION

Proposal - The Iowa Department of Public Health will provide and replace childhood immunization vaccine to Title XIX private

physicians on conditions they bill Title XIX for administration

cost only for shots given to Title XIX eligible children.

statement of Problem

During the first years of life, a child receives the

following series of immunization shots:

TvPe Ases

DPT 2 mos. 4 mos. 6 mos. 15 mos. 4 years + Polio 2 nos. 4 nos. 15 nos. 4 years f

MMR 15 mos. 4 years + H I B 2 mos. 4 mos. 6 mos. 15 mos.

For those children who are ADC dependent, immunizations are

available from either a private physician or at a local Public

Health clinic. The physician usually purchases immunization

vaccine directly from a' pharmaceutical company without a

discount. The physician is reimbursed by the Department of Human

Servic,es (DHS) at the Title X I X rate.

The Iowa Department of Public Health is allowed to purchase the

childhood vaccine from the Centers for Disease Control at the

centers' bulk contract prices. Attachment A illustrates the

immunization cost comparison for Title XIX versus Public Health

and the potential savings in public funds.

It is possible that $815,686.50 can be saved of Federal and

State funds. The state share would be $ 2 8 8 , 5 0 8 . The Departments

of Public Health and Human Services will need to participate

jointly in this endeavor. The project will need. a budget

necessary to support the staff and program. Attachment B illustrates the costs for the Title XIX program and 2 FTE staff.

The only cost item not included is the software necessary to

monito'r claims, etc, Kansas has such software and is being

contacted to determine costs.

The Department of Public Health will need to establish a

working inventory of vaccines for the Title XIX program. Based

upon data from DHS, the vaccine cost is estimated to be $711,130.

Attachment C identifies the specific volume per vaccine and

costs, It a lso provides an estimated number of unduplicated

providers. DHS will need to bear the cost of the Title XIX

inventory.

2

. . . I

Title XIX C l a i m s Va c c i 11 e

MMR 9,946

1 I I B 13 I 429

OPV 23,397

DTP 25,529

Misc (VACCINE)

ATTACHMENT A:

COST COMPARISON an8 POTENTIAL SAVINGS

cost cost - DHS IDPH

$30.34 $15.329

18.24 5.16

12.03 2.00

20.15 6.245

TOTAL TOTAL DHS Cost IDPH Cost

$301,761.64 $152,762.234

69 293.64 244,944.96

2a1~465.91 46,817.397

5141409.35 159,428.605

TOTAL PUBLIC FUNDS:

Potential Publio Dollar

Bavinqs

$149,299.406

. $175,651.32

$234,648.513

- ATTACHMENT B:

S2UARY

FRINGE (26%)

ESTIMATED BUDGET TITLE XIX PROGRAM

( 2 8 E A g r e e m e n t needed t o support staff and P r o g r a m ) TWELVE MONTH PERIOD '

(1) Administrative Assistant 2 $27,395.00 (1) Clerk 4 (Shipping/Storage) 22,203.00

Two positions 312,895.48 subtotal: $62,493.48

E q u i p m e n t Commercial Refrigeration Unit $ 5,200.00 (housing DTP, OPV, MMR, HIB, Misc. Vaccines)

Computer/Printer .$ 3.,800.00 subtotal: $ 9,000.00

supplies 1. Office Supplies $1 , 200.00 2. Vaccine Shipping $6,800.00 .. * 3. Printing $4,200.00 4. Telephone $2 , 400.00 5. Postage $23,000.00

subtotal: S 3 7 < 6 0 0 . 0 0

B u d g e t T o t a l : $ 1 0 7 , 0 9 3 . 4 8

TITLE XIX PROGRAM COST AND NET SAVINGS

Gross V a c c i n e Savings $922,779.984

Personnel/Fringe $ 62,493.48

Supplies 37,600.00 Equipment 9 , 000.00

TOTAL: $107,093.48

Possible Net Savings $815,686.504

FEDERAL VERSUS, STATE FUNDS SAVED:

State Match $288,508 F e d e r a l $527 , I78

1

s 4 * . - . I

: , -

VACCINES

ATTACBMENT C: I

ESTIMATED VACCINE NEEDS TITLE XIX PROGRAM

(To be purchased through CDC Contract for Title XIX program)

DTP OPV MMR' HIBZ . DT Td HEPATITIS B MEASLES MUMPS RUEIELLA m

TOTAL

PER DOSE # OF DOSES

6.245 2.001

15. 329 5.16 .151 -145

29 . 72 9.48 11.40 9.15 12.08

30,000 30,000

25 , 000 4 , 000 500 500 300 300 300 300

20,000

TOTAL

$187,350.00 60,030.00

306,580.00 129,000.00

64.00 73.00

14 8 60 ..OO 2 , 844.00 3,420.00 2 , 745.00 3,624.00

$7118 130.00'

NOMBER OF PROVIDERS SIJBMIqTING CLAIMS DURING LAST FISCAL YEAR

VACCINE MMR

# OF PROVIDERS 953

OPV 1,155 HIB 833 DTP 1,141

Estimated Number of Nonduplicated Providers = 1,300

I New two dose schedule. New four dose schedule. Total may vary due to demand and price changes.

AGENCY Iowa Department of Human Services

ISSUE: the rate of inflation and could become too large for Iowa to fully fund or adequately fund.

BACKGROUND: grow despite the declining number of children in Iowa. population increased over 11% from FY90 to FY91.

The cost of providing foster care services is growing much faster than

The total foster care population and expenditures continue to The foster care

Services for children and families in Iowa are provided in three broad settings. The least restrictive is referred to as *Home-Based' services whereby the child remains with his own family and services are provided to the child and the family based on the problems to be addressed. The next level is referred to as .Out-of Home' services and would include family foster care, shelter care, group foster care, and independent living. The third and most restrictive level of services provided through institutional facilities in Toledo and Eldora. The following are estimates for FY 1993:

Home-Based Services 5597 children and families served, accounting for 20% of the state funds appropriated for children and family services.

4831 children served, accounting for 67% of the state funds appropriated.

Out-of Home Services

Institutional Care 277 children served, accounting for 13% of the state funds appropriated.

The inflexibility of the current categorical funding streams makes it difficult to meet the needs of the individual children. services results in unnecessary out-of-home placements. As a result, children are often placed in foster care when it is not necessary or are left in foster care longer then necessary.

Capped funding for in-home

Capped payment rates make it hard to serve those children who have the'more difficult, complex problems. As a result, many of these children are placed in out-of-state group care facilities. Statistics indicate that approximately 17% of the group care population was placed outside of Iowa each month in FY 1991.

The low payment rate and limited support available have resulted in an insufficient number of foster families, thus creating the need to place children in group care. It is estimated that 14-15% of the children in group care could be served in family foster care if appropriate support services were available. The lack of in-home services for families with MR children often leads them to place the child in foster care.

22

Establish a single Child Welfare Fund by pooling federal and state funds appropriated for foster care, adoption, family preservation and family centered services with flexibility in the spending of these funds so services can be tailored to the individual needs of the family and children.

1.

2.

3.

4 .

Target out-of-home services for youth over age 18 on their transition to independence by expanding independent living services. group care, family foster care for youth between the age of 18-20 and increasing funding for independent living services for that population, a saving of $3,354,155 can be realized.

By reducing

Expand in-home services for families whose children have mental retardation and require that all foster care placements exceeding 30 days be court ordered. By providing increased in-home services as an alternative to foster care for approximately 50% of the children with mental retardation who are currently in foster care settings, a savings of $472,762 can be realized.

Increase the payment rate for basic maintenance for family foster care, independent living and subsidized adoption and the independent living allowance and expand alternatives to group foster care. This will require an net increase in spending for these services of $221 , 337.

Summary : Savings of targeting out-of-home services for youth over age 18: $3,354,155

Savings of expanding in-home services for families whose children have mental retardation: 472 , 762

Cost of increasing payment rates and expanding alternatives to group foster care (221,337)

Net Savings $3,605,580

CURRENT PROPOSED FISCAL ANALYSIS:

$12,044,003 64,334,538 18,843,594

$12,044,003 56,819,658 22,752,894

Instituti.ona1 Services Out-of-home Services Home-based Services

$95,222,135 $91,616,555 TOTAL

$ 3,605,580. SAVINGS

.: I w

, . 1 ,. ~*

23

AGENCY W: Development

Department of Human Services/Employment Services/Economic

ISSUE: state agencies which will allow for coordination of certain functions by agencies.

Development of a statewide system for delivery of services by various

BACKGROUND: communities around the state. intake and clerical staff as well as various specialized functions. communities, certain agencies are co-located within the same building while in other instances, agencies are geographically scattered.

Numerous state agencies have field offices located in various

In some Each office currently employs its own management,

SUGGESTED CHANGE: pool and coordinate the use of various job functions. include the use of one receptionist position by multiple agencies, the establishment of a clerical pool, and the cross-training of intake/eligibility personnel between agencies.

Establish a delivery network under which state agencies will Possible change would

ANALYSIS :

Initial Phase: of personnel in field offices for Employment Services, Human Services and Job Training (Economic Development) as well as the number of cases for various programs being handled by these agencies in each field office.

Data was gathered with regard to the number and the functions

Second Phase: Analysis was made of the workload of the various offices to determine whether there was any significant variance in productivity between the offices and to then determine what factors were creating the differences in productivity. as-initially expected for either the Employment Services or Human Services offices.

The results of the analysis did not indicate as great a variance

Third Phase: Services and Human Services to gather for data with regard to their daily operations and the clients being served.

Visit with personnel from the field offices for both Employment

CURRENT STATUS: is not as great as initially expected. gathered from

The analysis conducted to date indicates the savings potential However, further data is currently being

field offices for both agencies.

IMPLICATIONS: where the effected agencies are currently Located in separate locations.

Would require the co-location of multiple agencies in communities

I r l - I

I

24 I

I_ AGENCY NAME: Iowa Department of Inspections and Appeals

ISSUE: Could expenditures for indigent defense be reduced?

BACKGROUND: Inspections and Appeals sought increased funding for the Public Defender Program as a way to reduce the expenditures in the Indigent Defense Program. argument was that public defenders work as well as court appointed attorneys but at a much lower cost.

During the 91 session of the legislature, the Department of

The - This increase in funding was granted.

Another change sought that would also control costs was the concept of "preferential treatment". certain legal needs and guaranteeing that they would be assigned the cases by the judge when the circumstances covered by the contract were met. was not passed by the Legislature.

This relates to contracting with local attorneys for

This change 1 I

Another incremental change that might prove helpful is the costs for attorney's fees in the juvenile court arena. Having the detailed costs submitted to the counties for these services forwarded to the Department of Inspections and .Appeals would allow for an analysis and subsequent determination of a savings potential. This could help in identifying other potential savings for future consideration.

SUGGESTED CHANGE: expansion of the Public Defender Program in future years if the costs would warrant this change.

Recommend the adoption of Preferential Treatment and the

DISCUSSION: significant savings for the Indigent Defense Program. Though additional increases in the Public Defender appropriation might generate additional savings, the program administrators would prefer to wait until the result of this increase can be reviewed. This change by itself may have brought court appointed legal fees more in line with public defender costs and no further increase may be needed. additional savings could be realized by adding more public defenders, they should be added. If review of the expenses in the Juvenile Courts indicate that there are savings here also, then even more public defenders would be warranted.

It is still believed that "preferential treatment" can produce

If review of the FY92 operation indicates that

FISCAL ANALYSIS: equal to at least $650,000. future, a savings to the General Fund must be documented.

Adoption of "Preferential Treatment" would provide a savings If additional public defenders are added in the

IMPLICATIONS: and will resist any more erosion of this service.

Local attorneys do not want to lose these customers and revenue

AGENCY NAME: Department of Cultural Affairs.

ISSUE: Operating and Maintaining Historical Sites

BACKGROUND: operate or have management agreements for seventeen sites, with one more proposed. Edel Blacksmith Shop, Blood Run, Union Sunday School,' and Gothic House.) Regents own and operate around six mote. enough funds to operate the sites or provided funding for capital, maintenance or promotional expenses, maybe the state should get out of this business. privatization is probably not an option, the alternatives would be local governments and historical societies.

The Departments of Cultural Affairs and Natural Resources own and

(The Cultural Affairs sites are: Montauk, Gardner Cabin, Toolesboro, The

The state has never appropriated

Since

Option 1:

Option 2:

Adequately fund the sites.

Give" the sites to either a local government or historical society to manage.

FISCAL ANALYSIS:

Option 1: $335,000 for operational, maintenance^ and promotional expenses for FY93. $1,800,000 for capital expenditures over the next five years.

Option 2: Fiscal Year 1992 appropriation from the General Fund was $172,886. This would be the projected savings.

IMPLICATIONS: would local entities be willing to assume these costs. not tourism options, e.g. Blood Run is simply an archeological site, or have limited draws, e.g. Gothic House.

There would be a major philosophical change around this issue and Some of the sites are