Iowa Workforce Development Annual Report 1999

Table of Contents

From the Director .................................................................................1

The Year in Review: An Already Tight Labor Market Gets Tighter ....2

Workforce Issue Draws Attention ........................................................3

Staff & Partners Make the Difference at

Workforce Development Centers................................................4

Recruiting on the Internet and Face-to-Face .......................................6

Making the Right Choice.......................................................................7

Good Ideas & Iowa Communities.........................................................8

Helping Iowans Move from Welfare to the Workforce.......................9

Helping Workers..................................................................................10

Services for Job Seekers......................................................................11

Helping Employers..............................................................................12

Simplifying the System Employers Use .............................................13

Services for Employers .......................................................................14

Safety Is Number One at Plexco .........................................................15

Labor Division Makes Strategic Plans & Actions ............................16

Hitting the Home Run .........................................................................18

By the Numbers: Financial Information .........................................20

On the Cover: Special thanks to Bob Jackson (upper left), Harvey Andrews (upper right)

and Inkham Dara (bottom).

From the Director...

Richard V. Running

Director,

Iowa Workforce

Development

ELCOME TO THE ANNUAL REPORT

for Iowa Workforce Development, the agency respon-

sible for expanding and improving Iowa’s workforce.

If that sounds like a big

job, that’s because it is. Meet-

ing Iowa’s workforce needs

is too big a challenge for

government alone to tackle,

much less one government

agency.

Developing bonds with

public and private partners

is the only way Iowa

Workforce Development can

ensure our state will have

the workers needed for ex-

panding and new busi-

nesses. That’s why the theme

of partnership is the guiding

principle at this agency.

When you walk into an

Iowa Workforce Develop-

ment Center, you’ll find rep-

resentatives from a melange

of public and private groups

involved in the workforce

industry. Co-locating offices

makes it easier for custom-

ers to access services with-

out driving all over town, or

all over the county, and

more importantly, helps us

coordinate the assistance we

provide. Whether it is work-

ing with local community

colleges, coordinating activi-

ties with local economic de-

velopers or helping elderly

Iowans find work with

Green Thumb, you’ll find

that Iowa Workforce Devel-

opment provides the com-

mon link between a number

of organizations.

That’s why partnership is

the theme of this year’s An-

nual Report. It’s only

through the help we receive

from our fellow state agen-

cies and our links with local

public and private organiza-

tions that we can tackle

Iowa’s workforce needs.

Fostering and building on

those partnerships is one of

the central focuses of Iowa

Workforce Development.

In this Report, you’ll read

about some of the many

partnership activities taking

place at Iowa Workforce De-

velopment.

On behalf of my fellow

workers at Iowa Workforce

Development, I want to

thank all of the partners and

their staffs for the assistance

they provide. By working

together, we can ensure that

Iowa will have the

workforce it needs for to-

morrow and the new millen-

nium.

The Year in Review

An Already Tight Labor Market Gets Tighter

OW CAN AN ALREADY ROCK BOT-

tom unemployment rate go even

lower? It’s not an easy question to

answer, but that was the trend for Fiscal Year

(FY) 1999 which ended on June 30, 1999. The

average seasonally adjusted unemployment

rate for Iowa dropped to 2.7 percent, which

was astoundingly lower than the 2.9 percent

recorded in Fiscal Year 1998. In comparing

those two years, the labor force was up over

10,000 from the previous year, while the num-

bers employed grew over 14,000, and the num-

ber unemployed fell by just over 3,700. In July

1999, Iowa posted record seasonally adjusted

employment of 1,554,600 and in May of 1999

a record for the lowest level of unemployment

was recorded at 41,600.

Growth By Sectors

Non-farm employment totaled 1,465,800 dur-

ing FY 1999, 40,400 more than FY 1998. This

represents a gain of 2.8 percent. The fastest

growing segment continues to be services,

where 13,600 new jobs were created during

FY 1999, a gain of 3.7 percent. Services posted

employment of 385,400 which amounts to over

one out of every four non-farm workers in the

state.

After services is retail trade, which grew by

7,300 during FY 1999, a gain of 2.8 percent.

Currently there are 271,400 jobs in the retail

trade sector. Close behind retail trade was

manufacturing which added 7,000 new jobs

in FY 1999 for a total of 264,300. The percent-

age gain for manufacturing was 2.7 percent,

just under that of retail trade.

The 1990s have represented something of

a comeback for manufacturing in Iowa fol-

lowing sharp declines in the 1980s. The num-

ber of manufacturing jobs did not equal or

surpass the previous record high of 264,500,

set in June of 1978, until July of 1998.

The largest percentage gains came from lum-

ber, wood and furniture at 10.2 percent; busi-

ness services at 8.6 percent; chemicals and al-

lied at 5.8 percent; transportation, communi-

cation, & public utilities at 5.4 percent; trans-

portation equipment at 5.3 percent. Lumber

accounted for almost the entire gain in its cat-

egory, and trucking and warehousing gains

were almost half of its category.

Declines were recorded in primary metal;

apparel and other textiles; railroad; and de-

pository institutions. However, the largest de-

cline was recorded in farm and garden ma-

chinery manufacturing, a result of the falling

commodity prices and subsequent layoffs at

farm machinery plants.

Iowa’s 16 Year Unemployment Rate

Iowa

U.S.

SOURCE: Iowa Workforce Development

Workforce Issue Draws Attention

AST YEAR THE ATTENTION TO Council gathered public input during a series

Iowa’s workforce needs grew in in-

of community forums held around the state.

tensity and the trumpet to action blew The Council’s recommendations centered

louder. around four major areas: Recruiting Iowa’s

In January 1999, the Iowa Business Council

Workforce; Retaining Iowa’s Workforce; Pre-

issued a report entitled “Iowa’s Economic Fu- paring Youth for the Future; and Enhancing

ture: People, Knowledge and Know-How.” Iowa’s Workforce.

populations en-

The report’s recom-

mendations included

these items: Help-

ing underutilized

the pool of work-

ers; Upgrading

skills to move

workers to high-

er paying jobs;

Developing pro-

grams to retain

productive workers; and Investing in ameni-

Partnership was again a

common theme. “Ad-

dressing our labor

shortage is a problem

that’s too big to leave

to government

workforce needs

is going to take ac-

tion on the part of

both public and private organizations. Every-

ter the work-

force to expand

alone,” Lt.

Governor

Pederson

noted.

“Meeting our

ties to attract workers.

one has a part to play from students to teach-

The report concludes with a call to partner- ers to employers to government to private

ship. workers.”

“Indeed the success of Iowa in fully utiliz-

These reports and the groups that put them

ing its resources will be a strong, successful together are examples of the types of partner-

partnership between employers, educators, ships needed in Iowa to address the state’s

employees and our government.”

labor and skills shortages.

For both the Iowa Business Council and the

Governor’s 21

Century Governor’s 21

Century Workforce Council,

Workforce Council

Iowa Workforce Development (IWD) played

In February 1999, Lt. Governor Sally Pederson a key role in coordinating the final reports.

convened the Governor’s 21

Century Those are two examples of IWD’s involve-

Workforce Council to develop action steps to

ment at the highest level in the strategic plan-

meet Iowa’s most immediate workforce needs. ning underway to improve Iowa’s workforce.

The Council was composed of Iowans rep- This Annual Report outlines many other ex-

resenting employers, educators, nonprofit

amples of the partnerships formed between

groups and labor and worker organizations. Iowa Workforce Development and other

After meeting and developing strategies, the groups and organizations.

Staff & Partners Make the

Difference at Workforce

Development Centers

HE STAFF IOWANS FIND AT IOWA

Workforce Development Centers are

the backbone of our organization. In

today’s changing times, the roles staff play are

shifting to information brokers, facilitators,

coaches, and liaisons in the community. In

short, they are wearing more hats.

Staff and partners are hosting and partici-

pating in job fairs across the state, working

with schools, offering new classes to our cus-

tomers, forming rapid response teams to help

workers dislocated from company layoffs or

mergers, and the list goes on.

Better Technology

We’re also upgrading the level of technology

and computerization. This effort has been

made easier by partnerships with other agen-

cies in communities like the Workforce De-

velopment Center in Council Bluffs. Partners

located at the Center have access to a free

computer lab for training to keep staff up-to-

date on new technology. This was made pos-

sible by Iowa Western Community College who

houses the lab filled with computers provided

by another partner, the Department of Human

Services.

Our staff makes the difference in bringing

technology and resources right into the com-

munities of our customers. New systems let us

bring computers and Internet connections into

all our centers across the state to let custom-

ers help themselves.

Customers have easy access to word pro-

cessing and software tools to prepare resumes,

cover letters and thank you letters to help the

job seeker through the entire job search pro-

cess. Customers can use the Internet to sub-

mit resumes and conduct job searches on

lowa’s Job Bank, an affiliate of America’s Job

Bank, and Iowa Jobs, found on the IWD Home

Page. Job seekers searching specifically for pro-

fessional positions that pay over $30,000 an-

nually can take advantage of the new Smart

Career Move web site. (See story on next page

for more details.)

Customers can also access a variety of labor

market trends such as the fastest growing in-

dustries in Iowa and what occupations will be

in highest demand at their local Centers.

Technology is playing a growing part in our

services to help Iowans help themselves. But

technology is not replacing staff, rather it is

freeing them up to assist customers in new

ways.

Burlington Center

For example, the Burlington Workforce De-

velopment Center reaches out to over 700

eighth graders in the Des Moines County

School system with Project CAPE (Career

Awareness Partners in Education). This pro-

Workers at the Council Bluffs Workforce

Development Center stay up-to-date on the

latest computer technology through a great

partnership effort. The computers come from

the Dept. of Human Services and Iowa

Western Community College provides the

room. All partners at the Center have access

to this excellent training facility.

gram pulls together local businesses, cham-

bers of commerce, Job Training Partnership

providers, the Area Education Agency, Des

Moines County Schools, the Iowa State Uni-

versity Extension, and a school in Western Il-

linois to help students better connect school

and work and future career choices.

The “Career Day” in the fall provides stu-

dents information on careers and education

needed for specific occupations, a workplace

style show and an opportunity to learn first-

hand from an employer-based panel about

what it takes to get a job.

Coordinator Jan Monville of Iowa Workforce

Development has been coordinating this ef-

fort from its beginning eight years ago. “If I

didn’t have lots of helpers [Partners], I could

never pull it off,” Monville said. “It started with

one school and now includes all schools in

the county.”

Those are some of the changes we are bring-

ing to our customers. But there’s more to our

offices than computers and hi-tech software.

You’ll still find a face, voice and handshake is

there when you need it. A personal touch along

with technology is still important to most Io-

wans. With the help of our partners, we hope

to be able to provide the best of both worlds.

Recruiting on the Internet

and Face-to-Face

HE INTERNET IS BECOMING THE

job bulletin board of our day, espe-

cially for younger workers more ac-

climated to using the world wide web. Iowa’s

Human Resource Recruitment Consortium uses

the internet as its main tool to market Iowa to

college graduates who have left the state. The

Consortium is a public to public partnership

between the Iowa Department of Economic

Development which coordinates the site in

conjunction with Iowa Workforce Develop-

ment and a public to private partnership with

the 57 employers who post jobs on the site.

In addition to listing jobs, the site show-

cases the advantages of living in Iowa—the

quality of life, superior education system and

competitive cost

of living to men-

tion a few.

Jeff Cunning-

ham left Iowa for

Denver and a bet-

ter paying job.

But he said the

life in Colorado

was “too fast and

the schools aren’t

nearly as good.” A

letter from the

Consortium

Jeff Cunningham is

glad to be back in Iowa

helped to draw

Cunningham

back to Iowa and

to a job as a computer consultant at Cap

Gemini in Des Moines. “Iowa is a much better

place for my family,” he notes. “I’m glad to be

back.”

While the Internet was the recruitment tool

that worked for Cunningham, more traditional

face-to-face contact was used at a Job Fair held

at Offutt Air Force Base near Omaha. Military

personnel who are transitioning back to civil-

ian life are an excellent pool of workers to tap

because of their high skills and a strong work

ethic. Iowa Workforce Development staff in

the Des Moines and Council Bluffs offices who

specialize in helping veterans teamed up with

employers to hold a Job Fair at Offutt.

A recruitment trip to Offutt A.F.B.

helped to increase Iowa’s labor pool.

Over two dozen central and western Iowa

firms set up booths at the Officer’s Club to

search for workers. Nearly one hundred job

seekers came through and visited with the

companies. Great contacts were made on both

sides and a good relationship was established

with the base staff responsible for helping

military personnel reenter civilian life.

Plans are being made to visit Ft. Riley in

Kansas.

Making the Right Choice

OR HIGH SCHOOL STUDENTS

making future career plans or

anyone interested in new career op-

portunities, having the most current and accu-

rate occupational and career information is the

key. Providing those

answers is the prime

mission of a group of

state partners with a

funny name, ISOICC

or the Iowa State Oc-

cupational Informa-

tion Coordinating

Committee. This

group provides career

information in a vari-

ety of formats, and is

the collaborative ef-

forts of Iowa Work-

force Development

and five other state

agencies: Department

of Economic Develop-

ment, Bureau of Voca-

tional and Technical

occupation’s future outlook, national and state

wages, educational requirements, skills and

abilities, physical demands, suggested high

school courses, and much more. Its products

are designed to help various age groups, start-

ing with young stu-

dents (grades 4-6) to

adults with or without

a work history.

Iowa Choices™ is

widely used by school

counselors, teachers,

workforce advisors, vo-

cational rehabilitation

counselors and media

specialists. School

counselors find it very

helpful to assist stu-

dents in making their

future career plans.

Tom Carpenter (center) leads a class to

“I’ve used Choices™

explain the Choices™ program. On left is

Terry Tribolet, Knoxville High School, and on

for a number of years.

the right is Doug Reed, Dallas Center Grimes

It is a library of career

High School.

Education and Division of Vocational Reha-

bilitation Services, Department of Education,

Department of Human Services, and Iowa

Board of Regents.

One of the group’s main products is a state-

wide computer-based career information de-

livery system called Iowa Choices™. Iowa

Choices™ provides up-to-date information on

hundreds of occupations, including those in

the military plus information on thousands of

colleges, trade and technical schools, gradu-

ate schools, hundreds of educational programs,

and comprehensive financial aid information.

It allows individuals to make informed career

decisions by supplying information on an

information that is up-

dated daily. Its search

capabilities are easy to understand. Students

love it,” explained Terry Tribolet, Knoxville

High School counselor.

Numerous workshops are conducted

throughout the state by SOICC staff not only

on Choices™ but on other products that im-

pact education and career development.

Information about various SOICC products

and services including a listing of scheduled

workshops on Choices™, Real Game Series

and other career-related resources can be eas-

ily accessed from the Iowa Workforce Devel-

opment website, www.iowaworkforce.org.

Look for the Career and Occupational Infor-

mation heading.

Good Ideas & Iowa Communities

OMMUNITIES ARE LEARNING THAT

when they share ideas and challenges

with each other, they often find an-

swers right in their own backyard.

One example of this theory is the growing

partnership between Iowa Workforce Devel-

opment (IWD) and Iowa State University (ISU)

Extension Services. This new bond can be

found in Dickinson County.

Dickinson County has thriving businesses

and manufacturers that could benefit from IWD

resources. IWD had up-to-date computer and

software equipment, but no place to house

this equipment in the county. ISU Extension

Services had an office and a connection to the

Internet, but needed to update their computer

equipment. What a perfect opportunity. The

two organizations pooled their resources with

a solution that became reality in September

1999 in Spirit Lake.

A True Partnership

“We’re very excited about this partnership,

which is the first of its kind in Iowa,” said Lori

Adams, IWD Area Coordinator in Northwest

Iowa. Joy Janachovsky, Dickinson County Ex-

tension Education Director said, “It’s been a

win-win situation for all.”

The Extension Service office houses a com-

puter equipped with tools to help customers

with: Access to Internet job resources, IWD’s

America’s Job Bank and Smart Career Move;

Choices 99™, a career exploration tool; work-

force trends and projections; word processing

and spreadsheet programs with “Microsoft

Office”; resume making software, and a typ-

ing tutorial program.

An ISU Extension staff person is trained to

handle basic questions and use the computer

equipment. Any questions related to unem-

ployment insurance are directed to Des Moines.

Adams said the set up is ideal because a few

IWD staff live in the area and can check on

the equipment periodically as well as help in

the office should customer traffic increase. This

innovative plan gives both users of ISU Exten-

sion and IWD services access to more resources

in their own community.

Des Moines Center

The Des Moines Workforce Development Cen-

ter also realized the advantage of a partner-

ship with ISU Extension to expand their exist-

ing efforts. An ISU intern is working in the

Center once a week to assess the needs of

customers, review IWD programs for ways to

enhance training offered to customers, main-

tain an ISU Extension publications library, and

develop contacts with other agencies located

at the Center. Plans call for new classes taught

by ISU Extension staff to cover topics like bud-

geting, divorce and single-parent issues for

Promise Job clients involved in Iowa’s wel-

fare-to-work program.

The strong educational and teaching back-

ground of ISU Extension helps make job can-

didates from the Center even more prepared

for the work environment.

Helping Iowans Move from Welfare

to the Workforce

HEN LISLEY MILLER MOVED BACK

to Iowa from Mississippi three years

ago, introducing the Vice President

of the United States was the furthest thing from

her mind. Miller was born and raised in the

Fort Dodge area, and she came

back because “Iowa has a lot to

offer.” Unfortunately, Miller

lacked the skills to get a good

job and she entered Iowa’s wel-

fare system.

Under a program called

Promise Jobs, Iowa Workforce

Development works with the

Department of Human Services

to help welfare recipients im-

prove their skills and become

self-sufficient.

For Miller, the road to self-suf-

ficiency started when she en-

tered a two-year nursing pro-

gram at Iowa Central Commu-

nity College in Fort Dodge.

Miller excelled in the program

and was on the College’s honor

roll.

senting Promise Jobs participants,” Weidlein

stressed.

Weidlein said Miller’s story is “not all that

unusual. I see stories like her’s all the time, it

is pretty typical,” Weidlein added.

Under Promise Jobs, Miller

Vice President Al Gore and Lisley Miller

received valuable assistance

while attending school. Her expenses for child

care, tuition, books and supplies were paid

and Miller fulfilled her promise to finish the

program. In June 1999 Miller graduated with

an Associate Degree of Nursing. Shortly after

she found herself on the podium introducing

Vice President Gore.

A Typical Story

Elaine Weidlein has worked in the Promise

Jobs program for over five years and she was

part of the team that helped Miller. When the

Vice President’s staff called asking for some-

one to introduce him, Miller came to mind. “I

just felt she would do a good job of repre-

Weidlein gets great satisfaction watching her

clients succeed. “It felt really great,” to see

Miller become self-sufficient, she said.

For the time being Miller is working at a

local care facility as a nurse’s aide. She can’t

wait to take the state board exams and earn

her certification as a Registered Nurse. With

that certification her final step to self-sufficiency

will be complete.

Miller is just one story that proves the im-

portance of going back to school to improve

work skills. With Iowa’s Promise Jobs program

and an accompanying federal welfare-to-work

program, welfare recipients have the chance

to move back into the workforce.

Helping Workers

HEN THE 625 WORKERS AT THE

Sara Lee plant in New Hampton

were notified of a shut down, Iowa

Workforce Development’s team went into ac-

tion. A rapid response team with representa-

tives from a number of government agencies

met with local groups to explain the services

available to laid-off workers. Irene Shultz co-

ordinates the team and heads Iowa Workforce

Development’s Dislocated Workers Unit.

In early August, Shultz and local leaders

coordinated a meeting with New Hampton

community groups to talk about helping the

workers. The superintendent of schools, local

bankers, the ministerial association, the mayor,

local economic developers and others met with

IWD Director Richard Running and represen-

tatives from the Dept. of Human Services, the

federal Dept. of Housing and Urban Devel-

opment and the outplacement firm hired by

Sara Lee. “We want one system to help the

workers so we can coordinate our services,”

Shultz explained.

The Dislocated Workers Unit helps work-

ers and employers through plant closings and

bankruptcies and handles programs mandated

by a number of different federal laws.

Services for workers include:

• Career counseling & skills

assessment.

• Retraining programs.

• Help with job search, resume

development and interviewing skills.

• Unemployment payments and other

services to help in the transition.

Services for employers include:

• Confidential information about

alternatives to avoid or reduce layoffs.

• Coordination with outplacement

From left, IWD Director Richard Running,

Irene Shultz and Herman Meyer, New Hamp-

ton economic developer

services.

• On-site assistance in many cases.

Even in today’s booming economic times

the unit is busy. In November 1999 it was han-

dling ten separate layoffs involving over 900

employees with over $4.5 million federal dol-

lars. Ten other layoffs have grants pending or

applications in process.

How to Get Help

Iowa is one of the pilot states for the use of a

toll-free number for employers or workers to

ask for help, 1-877-US-2 JOBS or 1-877-872-

5627.

“This program saves money by keeping

workers productive,” stressed Richard Running.

“After personally going through a layoff, I know

these services can help workers improve their

skills and move to a better paying job in the

long run,” he added.

Services for Job Seekers

Iowa Workforce Development offers a one-stop system of services for job seekers. Here’s what

job seekers will find at many of the 71 Workforce Development Centers across the state:

• Resource Center— Contains the tools needed to prepare resumes, work on self-assessment

and skill development, and to research local, state and national wage and occupational infor-

mation. Computers are available for use to prepare and print resumes and cover letters.

• Job Search Training— Training on the most current job seeking skills to find and to keep a

job.

• Skill Assessment and Career Counseling— Testing services to assist job seekers in identi-

fying skills, interests and abilities and training needs to develop a comprehensive employment

plan. Help is also available for upgrading current job skills or learning new ones.

• Basic Education— Training in mathematics, reading and writing to bring a job seeker’s skills

up to speed.

• Placement— Job seekers receive referral information on jobs and applications with local

employers. The skills and interests of job seekers are matched with the right job.

• Iowa Choices™— Computer-based system that provides information on careers including

educational requirements, wages, transferable job skills, educational programs and available

training programs.

• America’s Job Bank— This computerized national job bank helps employers and job seek-

ers find each other. Employers list their job openings and job seekers can post their resumes

electronically. Available on the Internet or by accessing IWD’s Web Site: www.iowaworkforce.org

• Labor Market Information— Information on current wage rates, future job projections, top

county employers and economic conditions is available electronically, on the Internet and in

publication form.

• Income and Support Services— All 71 Workforce Development Centers help dislocated

workers file unemployment claims. Income and support services are available for laid-off workers

while they look for employment or pursue training. Individuals unemployed through no fault

of their own may get weekly unemployment benefits for up to 26 weeks. Support assistance is

also offered to “welfare-to-work” participants who are transitioning from government assis-

tance to self-sufficiency.

Helping Employers

HE BARILLA PASTA PLANT IN AMES

is one example of the recruitment ser-

vices offered by Iowa Workforce De-

velopment (IWD). When this Italian firm an-

nounced Ames as a possible site, IWD was a

partner in the local economic development

team that presented a proposal to the com-

pany. Del Denekas from the Ames Workforce

Development Center sat down with Barilla ex-

ecutives during their site visit.

“We discussed the local wage structure, the

availability of work-

ers and the recruit-

ment services we

could provide,”

Denekas explained.

When the Ames site

was selected, the staff

at the Workforce De-

velopment Center

sprang into action.

Recruitment

Services

“Everything was fun-

neled through the

Center,” Denekas

stressed. IWD staff

handled all the initial

calls about the jobs,

helped to screen applicants and even set up

interviews for Barilla’s human resource repre-

sentatives.

“We’ve screened thousands of workers for

them,” Denekas said.

“They saved us money in a number of

ways,” said the plant’s human resource man-

ager David Bogenshultz. “It saved us money

in terms of staffing because we were able to

use their workers throughout the recruitment

process. It also saved us time because we were

able to move quickly and efficiently to fill the

plant’s human resource needs,” Bogenshultz

emphasized. “Everything went through their

office.”

Using the Workforce Development Center

was perfect for Barilla. The Center acted as

the company’s human resource office while

the plant was still being built and Center staff

handled thousands of questions and the myriad

of details when the Barilla start-up team was

small.

On-going Relationship

Now the plant is in production with almost

120 workers. The relationship between Barilla

and Iowa Workforce Development goes on.

Barilla plans to add a fourth production line

and 35 more workers and continues to rely on

Denekas and the staff at the Ames Center to

process applications and set up interviews. “We

have a good partnership with Barilla,” Denekas

said, “and we want to continue helping them.”

Simplifying the System

Employers Use

HE PROGRAM IS CALLED STAWRS

and it stands for Simplified Tax And

Wage Reporting System. The idea is

pretty basic. Why not simplify the system em-

ployers use to report state and federal taxes?

Instead of providing much of the same infor-

mation to three separate government agen-

cies, with STAWRS the information is provided

to Iowa Workforce Development which passes

it on to the Iowa Department of Revenue and

Finance and the Internal Revenue Service

(I.R.S.).

Under STAWRS, which is pronounced with

a silent W, employers enjoy a simpler more

electronic system that cuts down on the time

and paper work associated with paying taxes.

The program also helps the government agen-

cies because the information is received elec-

tronically which makes it easier to process and

improves accuracy.

STAWRS required several years of planning

to establish the electronic forms for unemploy-

ment insurance taxes collected by Iowa Work-

force Development, state taxes collected by

the Iowa Department of Revenue and Finance

and federal taxes collected by the Internal Rev-

enue Service.

Pilot Testing

The Short & Oberreuter CPA firm is a full ser-

vice accounting firm in Adel. They volunteered

to be part of the pilot for STAWRS because

they are interested in using technology to help

their customers.

“We’re looking for ways to get rid of paper-

work and make it easier and quicker for our

clients to file tax information,” Angela

Oberreuter explained.

Although there were a few bugs to iron out,

Angela Oberreuter says the STAWRS

program will help her firm’s clients

overall Oberreuter says the program has

worked well. “So far, so good,” she stressed.

Oberreuter said the people at Iowa

Workforce Development “have been great to

work with.” The feeling is mutual.

“We appreciate all of the help we’ve re-

ceived from our three pilot companies,” said

Renny Dohse who heads the STAWRS project.

“We also want to thank the Iowa Department

of Revenue and Finance and the I.R.S. for their

close cooperation in this project. It has been a

true partnership from the very beginning,”

Dohse added.

Eventually employers will be able to file

information on the Internet. For now a soft-

ware program carries the information on disk

sent by modem. It is one step in the process

of helping employers and cutting back on pa-

perwork. For all those involved with filing and

processing tax information, programs like

STAWRS promise to make the process faster

and more accurate.

Services for Employers

Iowa Workforce Development offers tools for employers to tackle today’s workplace demands.

Whether it’s matching businesses with suitable job seekers or helping develop their workforce,

we have the resources for employers.

• Job Placement: IWD can refer qualified applicants for job interviews. Employers can start

the process by placing a job order by phone, fax or mail with their local Workforce Develop-

ment Center.

• Work Keys: Here’s a tool to help employers put the right person in the right job, reduce

turnover, and improve their bottom line. Work Keys can also help identify training areas to

increase productivity.

• Labor Market Information: Employers can use our data when they’re thinking of expand-

ing their business or want to find available labor. We have information on prevailing wage and

benefit packages, and the availability of workers.

• Financial Incentives: Work Opportunities Tax Credits (WOTC) or reimbursements for On-

the-Job Training Services can help lessen the risk of hiring new employees. Some eligibility

requirements apply.

• America’s Job Bank: The largest international job site, America’s Job Bank can help employ-

ers and job seekers find each other on the Internet. Employers can post a job and search the

resume data base.

• Assistance with Plant Closings and Layoffs: We assist communities, employers and em-

ployees involved in work force adjustments with a rapid response team. Job search workshops,

new training opportunities and registration for unemployment insurance are some of the ser-

vices we can offer.

• Workplace Safety: Our staff can help businesses maintain compliance with federal work-

place safety laws. Safe work places improve productivity and can decrease some insurance

costs.

• Teaming up with Partners: IWD doesn’t provide these services by itself. We team up with

community colleges, local business development groups and other private and public organiza-

tions to help your business grow.

Safety Is Number One at Plexco

AKING SAFETY TO THE NEXT LEVEL

was the reason the Plexco plant in

Bloomfield started the certification

process to become part of the Voluntary Pro-

tection Program or VPP. Safety had always been

a focus for this injection molding operation

which makes fittings for utility pipes.

“It’s management’s responsibility to have a

safe workplace,” emphasized plant manager

David Whelan. “To be effective, a safety pro-

gram has to involve everyone at the company,”

Whelan explained.

Nikki Swain is a worker who has been part

of the Central Safety Committee since it started

5 years ago. “Anyone on the floor can come

up with a safety idea and people give us their

thoughts because we get things taken care of,”

she explains. The managers respond quickly

to our requests, she said.

VPP is one part of Iowa Workforce

Development’s commitment to help employ-

ers and workers develop partnerships for safe

workplaces. Reaching VPP certification is a

major achievement and indicates safety is the

firm’s number one goal. Plexco started the

process in 1995 and was certified as a VPP

company three years later in May 1998.

Benefits

There are a number of advantages with achiev-

ing the VPP certification. Cutting accidents re-

duces workers’ compensation insurance rates.

Employees are also more productive when

they work in a safe environment and morale

is higher.

In today’s tight labor market with record

low unemployment rates, a safe workplace also

“We’ve worked very hard to make sure there is

ownership by all workers in our safety program,”

explained Plexco plant manager David Whelan

at far right. He is joined by Sandra McClure,

Safety Coordinator and Tracy Morgan, Produc-

tion Superintendent.

helps reduce employee turnover. Plexco has

gone a step further by tying several employee

incentives to the safety program including a

1% bonus, and extra days off when the plant

continues it string of days without an accident.

On October 21, 1999, the plant had gone 1,345

days without a reportable accident which trans-

lated into two extra days of vacation. Soon

employees will earn a third day.

Plexco and other companies in the VPP

program tend to proactively attack possible

accidents. “We aggressively document near

misses,” Production Superintendent Tracy

Morgan stressed. “We want to address it be-

fore it becomes an accident.”

At Plexco safety is constantly on everyone’s

minds. “The VPP certification is only the be-

ginning,” Whelan said.

Labor Division Makes

Strategic Plans & Actions

HAT STARTED AS A FEDERAL

mandate has turned into a posi-

tive for the Division of Labor. In fact,

the head of Iowa’s OSHA enforcement,

Mary Bryant, calls it, “One of the best things

the plan should help direct their activities and

make their use of time more efficient. “The

input we received from the staff was and is

very important,” Bryant said.

IOSH has ever done.”

The Plan’s Goals

In this case “it” is a five-year

The plan has three major stra-

strategic plan which was

tegic goals which are broken

drafted by a steering commit-

down into smaller more man-

tee and now is being imple-

ageable steps. Here’s a quick

mented through a set of teams.

snapshot of those goals and

some of the smaller steps.

The Background

As part of a federal law called

■ Improve workplace

the Government Performance

safety and health for all work-

Results Act, many federal

ers, as evidenced by fewer haz-

agencies are required to write

ards, reduced exposures and

five-year strategic plans. Be-

fewer injuries, illnesses and fa-

cause federal funds also flow

talities.

through to state agencies,

One of the smaller steps un-

some federal departments, in-

Byron Orton

der this goal is to decrease

cluding the Occupational

Iowa’s Labor Commissioner

crushing and fall fatalities and

Safety and Health Administra-

tion (OSHA), required their state partners to

develop five-year plans.

A steering committee started that process in

Iowa and now has drafted a five-year plan.

Bryant says input from staff at all levels—

clerical, field and manager—was an early key

to developing an effective plan. Identifying

reachable and plausible goals was another.

“We realized that the people who actually

do the work would be able to tell us how to

improve the process,” Bryant said.

The plan is viewed as a living document

that will be amended and adapted rather than

filed away in a cabinet and forgotten. It be-

gins the process of setting up specific steps to

implement some of its major goals.

Bryant says it was hard for already busy

people to commit the time to go through a

strategic planning exercise. But in the long run,

injuries by 15% in the Iowa

construction industry by the year 2003. The

Labor Division plans to maintain a strong en-

forcement presence as a deterrent while de-

veloping partnerships and compliance and

education programs.

Here are the other two major goals.

■ Change the Iowa workplace culture to

increase employer and worker awareness of,

commitment to, and involvement in safety and

health.

Some of the sub steps under this objective

include more closely integrating the work of

enforcement with training and consultation.

■ Secure public confidence through ex-

cellence in the development and delivery of

OSHA’s programs and services.

Under this objective you’ll find steps to iden-

tify new ways to communicate with important

stakeholders. The Division also plans on track-

ing public confidence to see if the steps are

effective.

Bryant says the plan will help the Division

standardize the steps taken to handle and pro-

cess complaints and requests for consultation

and education. “We wanted to look at some

of the things we are doing and some of the

things we aren’t doing to be more responsive,”

she noted.

Improving communication, both internally

and externally, is a common theme found in

the report. To improve internal communica-

tion the Division is now meeting quarterly to

review implementation steps.

Hitting the Home Run

HE WORKERS’ COMPENSATION DI- IWD staff more time to analyze the output and

vision is getting ready for the big

to create reports and data about work related

leagues starting on July 1, 2001. That injuries rather than correcting mistakes.

is the day paper processing ends and lowa’s

Imagine playing a game in Ohio where an

workers’ compensation indus-

umpire calls you out after four

try begins the real game with

strikes, but in Iowa, it only

Electronic Data Interchange—

takes three. This kind of con-

Release 2. At that time, all

fusion is happening in the

claims will be received only workers’ compensation indus-

electronically. In short, elec-

try since terms vary from state

tronic data will be in and pa-

to state. With Release 2, the

per forms will be out. industry can communicate in

The change was prompted

the same language and create

by an old opponent: a paper-

a standard practice using the

based processing system for same terms. This means a

first-report of injury forms. This

home run is a home run

dated system causes delays,

wherever you go.

creates sluggish plays, and in- EMC Insurance Companies

creases the likelihood of er-

decided to take advantage of

rors—deadly combinations

a simplified form for multi-

for a winning team.

Iowa’s Workers’ Compensation

state companies by using one

The Coach of the IWD team

Commissioner

electronic form to gather in-

decided to warm up the Iowa

Iris Post

players for the 2001 date by

participating in the first round of the standard-

ized reporting—Release 1. This release got a

few players used to the new idea of transmit-

ting the first-report of injury forms electroni-

cally.

When it came time for the big guns—EDI

Release 2, Iowa Workforce Development was

the only state to step up to the plate. The new

release went into official production July 1,

1999 with EMC Insurance Companies. Now,

about a dozen carriers and self-adjusters are

using Release 1 with EMC using Release 2.

Release 2

Release 2 is more flexible than the prior ver-

sion and better meets the needs of the indus-

try. Recipients receive an electronic acknowl-

edgment which walks them through the pro-

cess to correct errors right away. This gives

formation for all states. EMC

placed the form on the

Internet to allow its customers the ability to

input information directly into the system. This

streamlined effort makes the process run faster

and more efficient. Since it’s approved by the

IAIABC (International Association of Industrial

Accident Boards and Commissions), just a few

minor changes are needed to comply and then

the information can be approved and sent to

the Workers’ Compensation Division.

As with any team, being out front can be a

little risky, but it has its rewards. The Ameri-

can Insurance Association was a little unsure

at first about the departure of EDI from tradi-

tional paper plays in the industry. However,

after seeing the well-thought out strategy and

gradual implementation date, the Association

proposed lowa’s guidelines as a model for

other states to follow and adopt.

IWD has had some other big-name players

join the team.

When it comes to first-report of injury

claims, Risk Manager Mike Wieck has 3,500

Polk County and Prairie Meadows employees

to consider. “I think this (EDI) is absolutely

the best way to go,” Wieck said. “It (the re-

port) goes right into the system and will get

kicked right back to you when there’s a prob-

lem. No waiting to know whether or not there’s

a problem. One shot and you’re done.”

Polk County is currently preparing to join

the EDI team for the fall/spring season warm-

ups.

Although more players have joined the team,

all will be required to by the July 1, 2001 dead-

line. No one wants to jump into the big game

cold, so Workers’ Compensation has created

the perfect practice schedule with four oppor-

tunities shown below to work out the bugs or

any challenges with the new system.

Participants Implementation Period

11—Tier 0 Volunteering before implementation period dates

15—Tier 1 January 2000 to June 30, 2000

24—Tier 2 July 1 to December 31, 2000

72—Tier 3 January 1 to June 30, 2000

By the Numbers:

Financial Information

Summary of Cash Transactions

Cash Balance July 1, 1998

Workforce Dev. Div. Funds .................................... $12,061

Labor Services Division Funds .............................. $70,312

Workers’ Comp. Division Funds ............................ $23,371

Labor Management Council Funds ....................... $23,700

Strategic Retirement Funds ................................. $459,557

Employment Statistics Funds .................................. $5,070

Iowa Corp Funds ................................................... $210,725

Workforce Development Initiative Funds ............. $38,520

Penalty & Interest Funds ...................................... $895,177

Department Approved Training Funds ....................... $889

Admin. Contribution Surcharge Funds ............... $591,760

Amateur Boxing Funds ........................................... $31,036

Cash Balance Begin ......................................... $2,362,178

Cash Added

Cash Received............................................... $106,749,685

Reversion ............................................................ ($172,455)

Net Cash Added ............................................. $106,577,230

Total Funds Available ................................ $108,939,408

FY 1999 Obligations .................................... $100,602,765

Changes in Accrued Asset and

Liability Accounts

Accounts Receivable ......................................................... $-

Travel Advances ...................................................... ($6,771)

Supply Inventory................................................... ($42,923)

Voucher in Process ............................................ ($147,849)

Accounts Payable ............................................ ($2,332,560)

Accrued Payroll .................................................. ($392,150)

Accrued Benefits .................................................. ($23,948)

Resources on Order ........................................... ($656,945)

Total Change ..................................................... ($131,940)

Cash Disbursements .................................. $101,764,127

Cash Available less Cash Disbursements ....................

..............................................................................$7,175,281

Cash Balance June 30, 1999

Workforce Development Division Funds .............. $32,498

Labor Services Division Funds .............................. $34,767

Workers’ Comp. Division Funds ............................ $26,994

Labor Management Council Funds ...................... $27,340

Strategic Retirement Funds .............................. $1,096,061

Employment Statistics Funds ................................ $17,755

Integrated Systems and Comm. Resources ... $1,877,099

Welfare to Work ..................................................... $541,968

Iowa Corp Funds ................................................... $200,061

Workforce Dev. Initiative Funds ............................ $27,957

Penalty & Interest Funds ................................... $1,134,813

Department Approved Training Funds ....................... $370

Admin. Contribution Surcharge Funds ............ $2,099,686

Amateur Boxing Funds ........................................... $57,912

Cash Balance Ending ...................................... $7,175,281

Operating Expenditures

by Classification

Statewide

Total Enrollee/

Services

Premises

Equipment

Allocation

0.3%

Other

0.8%

Supplies

1.4%

Communications

JTPA

Contracts

24.7%

Travel

0.9%

10.5%

Cost

Client Obligations

Total

Personnel

Obligations:

Salaries and

17.5%

Benefits

37.5%

1.4%

2.9%

2.1%

Total Obligations: $100,602,765

Funding Sources FY 99

July 1, 1998 to June 30, 1999

Amount Percent

Federal .................................................. $69,,081,439 ..... 68.7%

State ....................................................... $15,556,457 ..... 15.5%

Transfers ................................................ $14,148,871 ..... 14.1%

Other ........................................................ $1,815,998 ....... 1.8%

Total ..................................................... $100,602,765 ...... 100%

Operating Expenditures

by Program

Information

Technology

Unemployment

Insurance

23.8%

Total Enrollee/Client

Obligations

10.5%

Employment

Admin.

Contribution

Surcharge

5.2%

One Stop

DOL Grant

Veterans Emp.

and Training

Workforce

Statistics

Promise Jobs

13.7%

Welfare to Work

2.7%

OSHA

2.9%

Other Labor

Service Programs

1.8%

Workers

Compensation

2.2%

All Other

Programs*

4.8%

1.4%

Service

8.1%

1.4%

2.0%

JTPA

2.8%

2.0%

Total Obligations: $100,602,765

* All Other Programs:

Penalty and Interest .................................... $554,135 ....... 0.6%

Labor Certification ....................................... $355,236 ....... 0.4%

Trade Adjustment Assistance ...................... $229,361 ....... 0.2%

NAFTA ............................................................ $1,397 ....... 0.0%

Strategic Recruitment .................................. $112,126 ....... 0.1%

ISOICC ........................................................ $604,586 ....... 0.6%

Workforce Development ............................... $96,563 ....... 0.1%

Disaster Unemployment .............................. $822,915 ....... 0.8%

Food Stamp ................................................ $258,306 ....... 0.3%

Other Programs ....................................... $1,710,440 ....... 1.7%

Funds Spent by Program

Amount Percent

Unemployment Insurance ...................... $23,950,452 ..... 23.8%

Employment Service ................................ $8,099,516 ....... 8.1%

Admin. Contribution Surcharge ................ $5,259,706 ....... 5.2%

One Stop DOL Grant ................................ $2,779,126 ....... 2.8%

JTPA ...................................................... $16,889,246 ....... 2.0%

Veterans Emp. and Training ..................... $2,002,462 ....... 2.0%

Workforce Statistics ................................. $1,426,098 ....... 1.4%

Promise Jobs ......................................... $13,746,363 ..... 13.7%

Welfare to Work ....................................... $2,752,048 ....... 2.7%

OSHA ....................................................... $2,919,596 ....... 2.9%

Other Labor Service Programs ................ $1,847,975 ....... 1.8%

Workers’ Compensation ........................... $2,228,630 ....... 2.2%

Information Technology ............................ $1,409,032 ....... 1.4%

All Other Programs* ................................. $1,710,440 ....... 4.8%

Total .................................................. $90,055,315 ..... 89.5%

Enrollee/Client Obligations

Food Stamp .................................................. $30,686 ..... 0.03%

Amateur Boxing Grants ................................. $26,235 ..... 0.03%

Trade Adjustment ........................................ $646,308 ....... 0.6%

NAFTA ........................................................ $174,162 ... 0.173%

Department Approved Training .......................... $890 ... 0.001%

Disaster Unemployment ........................... $9,655,134 ....... 9.6%

JTPA ............................................................... $9,890 ..... 0.01%

Other ............................................................... $4,145 ... 0.004%

Total Enrollee/Client Obligations ........ $10,547,450 ..... 10.5%

Total Obligations ................................ $100,602,765 ...... 100%

Job Training Partnership Act (JTPA)

Funding Participants

Adult Training............... $3,583,969............................. 1,303

Summer Youth

Employment &

Training....................... $3,495,866............................. 1,830

Dislocated Workers

Employment &

Training....................... $4,603,653............................. 1,725

Federal

Discretionary

Grants ......................... $4,392,675 ................................ 847

Strategic Workforce

Development

Fund ............................ $1,332,020 ............................ 1,997

PROMISE JOBS..........$15,600,000.......................... 27,178

Welfare-to-Work .......... $8,300,000 ................................ 484

(for 3-year period)

Trade Adjustment

Assistance ................ $4,154,463............................. 2,055

Wagner-Peyser ............................................... $18,000,000

(Employment Service &

Unemployment Insurance)

Unemployment Insurance

Total Claims Filed................................................... 146,116

Total Number of

Programs .......................................................................... 28

Total Funding .................................................. $70,193,243

Total Customers

Provided Services ................................................ 783,136

By the Numbers: Workplace Safety

Amusement Park/Ride Permits Issued,

Inspections and Fees Generated

Permits Issued ................................................................. 119

Inspections

Electrical ........................................................................... 586

Mechanical-Electric ........................................................ 659

Total...............................................................................1,245

Fees Generated

Permit Fees ................................................................ $2,870

Inspection Fees ....................................................... $67,830

Total .......................................................................... $70,700

Personal Injuries Reported ................................................ 4

Discrimination Case Activity

New Cases Closed Cases

Total ........................... 28 ........................................ 33

NOTE: Limited to discrimination allegations by an employee against an

employer to discrimination for exercising his or her rights under the Iowa

Occupational Safety and Health Act.

Education and Public Sector

Consultation Activities

Educational seminars ..................................................... 109

Number in attendance ................................................. 4,701

Ten-Hour classes conducted ........................................... 37

Number trained ................................................................ 716

Consultations Conducted ................................................. 15

Serious Hazards Identified .............................................. 34

Serious Hazards Corrected ............................................. 30

Other-than-Serious Hazards Identified ............................ 2

Employees Covered ..................................................... 1,364

Private Sector Safety and

Health Consultation Activity

Consultations Conducted ............................................... 164

Serious Hazards Identified ............................................ 725

Serious Hazards Corrected ........................................... 679

Other-than-Serious Hazards Identified ........................ 115

Employees Covered .................................................. 13,759

Asbestos Licensing and Permit Activity

Individual Licenses issued ..........................................1,070

(contractor/supervisor, project designer, inspector/

management planner, inspector, management planner,

worker)

Company Permits Issued .............................................. 57

New Company Permits ....................................................... 7

Renewed Company Permits ............................................ 50

Fees Collected .................................................. $83,570.00

Individual Licenses ............................................ $55,070.00

Company Permits ............................................... $28,500.00

Boiler Inspections and Fees Generated

(State and Insured Boilers)

Fees

Inspections Generated

State Scheduled ........................ 2,920 ......... $128,692.00

Insured ...................................... 14,757 ......... $224,816.00

Total .......................................... 17,677 ......... $353,508.00

Special Inspector Commissions

Number granted .............................................................. 213

Fees Generated ................................................... $6,390.00

Elevator Operating Permits Issued, Inspections

and Fees Generated

Permits Issued ............................................................ 6,776

Total Inspections ........................................................ 6,566

Total Fees Generated .................................. $572,089.00

Private Employment Agencies

Licenses Issued and Fees Collected

Licenses ........................................................................... 224

Fees ..................................................................... $16,800.00

Facility Submissions under the

Emergency Planning & Community

Right-to-Know Act, Section 312

Calendar Year 1998

Hazardous Chemical Forms ....................................... 3,255

Total Hazardous Chemicals Reported ................... 15,256

Facilities Submitting Electronically ......................... 17,653

Construction Contractor Registration

Registrations Issued and

Fees Generated

Registrations.................................................................6,681

Fees .................................................................. $167,025.00

Fines ....................................................................$19,950.00

Total Program Revenue ............................... $186,975.00

Professional Athletic Licenses

Issued and Revenues Collected

Wrestling Boxing Tournaments

Number of Licenses ........................... 3 ......................... 31 ............................. 7

Revenue Collected ........... $14,802.52 ......... $21,495.35 ............. $8,837.10

Distribution of Work Related Employee Deaths

and Employment by Industry

Calendar Year 1998

Employment Deaths

Industry Number Percent Number Percent

Total Private Sector ................................... 1,248,700 ................. 100.0 ......................... 59 ................. 100.0

Agriculture, Forestry & Fishing ....................... 44,900 ..................... 3.6 ........................... 4 ...................... 6.8

Mining .................................................................. 2,200 ........................ .2 ........................... 2 ...................... 3.4

Construction ...................................................... 62,200 ..................... 5.0 ......................... 14 .................... 23.7

Manufacturing ................................................ 261,600 ................... 21.0 ........................... 9 .................... 15.2

Transportation & Public Utilities ..................... 69,200 ..................... 5.5 ........................... 4 ...................... 6.8

Wholesale Trade .............................................. 86,300 ..................... 6.9 ........................... 8 .................... 13.6

Retail Trade .................................................... 267,600 ................... 21.4 ........................... 7 .................... 11.9

Finance, Insurance & Real Estate ................. 83,000 ..................... 6.6 ........................... 1 ...................... 1.7

Services .......................................................... 371,700 ................... 29.8 ......................... 10 .................... 16.9

Total Public Sector

.................................................................. 235,700 ................. 100.0 ........................... 8 ................. 100.0

Occupational Safety and Health Bureau State Performance

Number Percent

Total Inspections Conducted .................. 555

Private Sector Inspections ...................... 512 ......... 92.3%

Public Sector Inspections ......................... 43 ............ 7.7%

Safety Inspections .................................... 348 ......... 62.7%

Health Inspections ................................... 207 ......... 37.3%

Accident Inspections .................................. 58 ......... 10.5%

Complaint Inspections ............................. 185 ......... 33.3%

General Schedule Inspections ............... 296 ......... 53.3%

Follow-up Inspections ................................ 16 ............ 2.9%

Construction Inspections ........................ 232 ......... 41.8%

Manufacturing Inspections ...................... 156 ......... 28.1%

Other Industries Inspections .................. 167 ......... 30.1%

Total Number of Violations ............... 1,137

Avg. = 3.7/100 Empl. Covered

Serious Violations .................................... 706 ......... 62.1%

Willful Violations ............................................ 5 .............. .4%

Repeat Violations ....................................... 11 ............ 1.0%

Work Related Employee Fatalities

by Cause of Death

Calendar Year 1998

Conditions Subject to IOSHA/OSHA

Inspections and Standards

Cause of Death Number Percent

Falls ........................................................... 8 ................... 11.9

Electrocution ............................................ 5 ..................... 7.5

Struck by or against object ..................... 5 ..................... 7.5

Crushing injuries ..................................... 2 ..................... 3.0

Suffocation ............................................... 2 ..................... 3.0

Caught in or under ................................... 2 ..................... 3.0

Explosion .................................................. 2 ..................... 3.0

Burns ......................................................... 1 ..................... 1.4

Subject to IOSHA/OSHA .................... 27 .................. 40.

Conditions Not Subject

to IOSHA/OSHA

Inspections and Standards

Cause of Death Number Percent

Heart Attack ........................................... 22 ................... 32.8

Vehicle Accident .................................... 10 ................... 14.9

Air Crash ................................................... 6 ..................... 9.0

Homicide ................................................... 2 ..................... 3.0

Not Subject to IOSHA/OSHA ............... 40 ................... 59.7

Total ........................................................ 67 ................. 100.0

Number Percent

Other Violations ........................................ 411 ......... 36.1%

Failure to Abate Violations ........................... 4 .............. .4%

Total Penalties Proposed ........ $1,240.541

Serious Penalties ........................... $754,866

Avg. = $1,069/Violation

Willful Penalties .............................. $350,000

Avg. = $70,000/Violation

Repeat Penalties ...............................$52,100

Avg = $4,736

Other Penalties..................................$71,855

Avg. = $175

Failure to Abate Penalties................$11,700

Avg. = $2,925/Violation

Total Employees Covered

by Inspections .................................. 31,113

Avg. = 56/Inspection

Total Number of

Inspections Contested .......................... 73 ......... 13.2%

Wage Collection Cases

Amount

Number

Claimed

of Claims

or Collected

Active claims at start

of fiscal year ...................................... 376

Wage claims docketed ................... 1,192 ............ $1,105,681.88

Claims denied ..................................... 581

Uncollectible ......................................... 30

Claims settled

before lawsuit ..................................... 461 ............... $291,370.30

Claims settled

after lawsuit ............................................ 0 ................................... 0

Court actions:

Dismissals ........................................... 3

Satisfied judgments ........................... 1 .................... $2,753.13

Unsatisfied judgments ....................... 1

Total money collected

on cases closed ........................................................ $294,123.43

Active cases at end

of fiscal year ..................................... 569

By the Numbers: Workers’ Compensation

Workers’ Compensation Division Summary of Activity

Contested File Inventory by Hearing Site

Burlington .......................................................................... 422

Cedar Rapids .................................................................... 371

Council Bluffs .................................................................... 567

Davenport .......................................................................... 608

Des Moines .................................................................... 1,921

Dubuque ............................................................................ 286

Fort Dodge ........................................................................ 272

Mason City ........................................................................ 149

Oskaloosa ......................................................................... 169

Sioux City .......................................................................... 548

Storm Lake ........................................................................ 241

Waterloo ............................................................................ 440

Total ............................................................................... 5,994

(Includes Cases on Appeal; WCC, DC, IS)

Contested Case Inventory by Level

Number

Deputy ............................................................................ 5,546

Appeals ............................................................................. 340

District Court ....................................................................... 82

Supreme Court .................................................................... 26

Contested Cases Filed

Petitions Filed Number Percent

Arbitration .................................. 4,267 ........................ 94.3%

Review Reopening ....................... 134 .......................... 3.0%

Alternate Medical Care ................... 75 .......................... 1.7%

Other ................................................ 47 .......................... 1.0%

Total .......................................... 4,523 .................... 100.00%

First Level Contested Files Closed

Dismissed ..................................... 573 ........................ 13.7%

Settled ....................................... 3,011 ........................ 71.8%

Decision ........................................ 601 ........................ 14.3%

Miscellaneous ................................... 7 .......................... 0.2%

Total .......................................... 4,192 ...................... 100.0%

Time Analysis of Closed Contested Files (Avg in days)

(for Deputy decisions only)

Petition to Hearing ............................................................ 464

Petition to Decision ........................................................... 549

Hearing to Decision ............................................................ 85

Analysis of First Level Contested File Work

Mediations Held ............................................................. 1,031

Mediations Settled ............................................................ 722

Hearings ............................................................................ 637

Decisions ........................................................................... 601

Analysis of Appeals to Workers’ Compensation Commissioner

(Includes Remands)

Number Appealed ............................................................. 351

Appeals Closed ................................................................. 334

Appealed Case Inventory on July 1, 1999

(Includes Remands)

Total .................................................................................. 340

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