DES MOINES, IA (09/22/2010)(readMedia)-- Calls to the Iowa Domestic Violence Hotline, operated by Children & Families of Iowa, are up 31 percent from last year at this same time, the 122-year old nonprofit organization reports. These statistics are based on the number of hotline calls received from January 1, 2010 to June 30, 2010 compared to the same time period the previous year.

"This is a significant increase," says Children & Families of Iowa's hotline coordinator Diana Smith, "but not a surprise." The economy and unemployment can add pressure to a bad situation, making it worse and leading to increased violence, according to Smith.

"Domestic Violence is a big problem," she explains. "Statistics show that one in three women will be affected by DV in her lifetime. That's inconceivable to most people."

The statewide, toll-free number, 1.800.942.0333, is answered 24 hours a day, seven days a week and provides free, confidential referral and counseling. The hotline is funded primarily by the Iowa Department of Justice Crime Victim Assistance Division (CVAD) and in part by United Way of Central Iowa.

The number of individuals served by Children & Families of Iowa's Domestic Violence shelter is also on the rise. According to Marlene Wozniczka, shelter supervisor, last year the organization served 1,281 at their shelter located in Polk County. This year that total increased to 1,419. "We've been running at capacity (62 beds) and beyond, nightly, with just a few exceptions," she says.

This stands to reason since the hotline is often the first step to reaching safety. When hotline calls increase, shelter occupancy soon follows, according to Wozniczka.

Materials that promote the hotline are available by calling Diana Smith, 515.471.8699, ext. 118 or by sending an email to dianas@cfiowa.org. These materials include hotline mirror clings, safety cards and physician pocket cards.

For more information about Children & Families of Iowa's Domestic Violence Services, visit their website: www.cfiowa.org.

Children & Families of Iowa is a private, nonprofit organization dedicated to restoring hope, building futures and changing lives. Offices in Ankeny, Des Moines, Fort Dodge, Marshalltown, Osceola and Ottumwa allow the organization to restore hope for victims of domestic violence, create safe homes for children and help people reshape their lives statewide.

The City of Rock Island announced the results of the annual strategic planning session conducted on September 18 & 19, 2010. The Mayor and City Council reviewed and agreed on a vision statement, goals, and policy and management agendas for the coming year.

"We have completed another successful strategic planning session for the City. Each year we review past achievements and determine what we should focus on for the coming years," stated Mayor Dennis Pauley. City Manager John Phillips noted that he will be sharing the City Council priorities with the City's management staff. "These targets give the staff clear direction as we begin budgeting and planning for next year."

Vision 2025

Rock Island is a growing city with beautiful riverfronts, a vibrant downtown and livable neighborhoods. Rock Island respects diversity and history. Our citizens have quality homes and places for enjoyment and fun. Rock Island is a proud community.

Goals 2015

§ Quality services, financially sound city
§ Grow the economy
§ More new housing opportunities, upgraded and well-maintained older homes
§ More and better retail
§ Great neighborhoods
§ Improve riverfronts and downtown

Action Agenda 2010-11

Top Priority

1. Budget: Make decisions on the property tax rates, service levels and adopt a balanced budget after seeking community input.
2. Economic Development Strategic Plan: Develop action steps related to the strategic plan and review and approve the plan.
3. Campustown: Work with business owners and Augustana College to develop a plan to increase business activity in the neighborhood of 30th Street and 14th Avenue.
4. Safer Community Task Force: Implement the recommendations of the Safer Community Task Force.
5. Casino Area Development: Take actions to support future development in the area near the Jumer's Casino and Hotel and the southwest area.
6. Liquor License Modifications: Consider changes in liquor licenses for license holders with the 3 a.m. extended hours option.

High Priority

1. Negotiations and Compensation Policy: Obtain collective bargaining agreements for all units for agreements expiring 2010 and 2011.
2. Mill Creek: Review options and develop a plan to address the flooding and environmental risks associated with the decision by the Corps of Engineers to cease the clean-out of Mill Creek South Slough.
3. Economic Development Position: Develop a position description and funding source for a new City position that would work to support the retention and
growth of small businesses.
4. Rental Housing Inspections: Maintain staffing and funding and implement an incentive to encourage landlord training.
5. Street Improvements Comprehensive Plan: Develop comprehensive plan to do street improvements in concert with available funding.
6. Market Rate Rental Property: Review market and determine potential for development of a market rate rental complex.

Management Agenda 2010-11

Top Priority

1. Management Succession Planning: Plan for and implement as needed, the replacement of retiring management staff.
2. New Police Headquarters: Begin preliminary planning for the future construction of a modern police facility.
3. First Army Strategy: Implement a strategy to encourage civilians and uniformed personnel moving to the Quad Cities to consider Rock Island as home.
4. Problem Properties: Identify the worst and chronic violators of nuisance ordinances and develop a plan to focus enforcement to obtain compliance.
5. Transient Boat Dock: Apply for funding for a transient boat dock at Schwiebert Riverfront Park.

High Priority

1. Emergency Communications System: Seek funding for an 800 MHz radio system.
2. Casino Area Development: Obtain approvals for interchange modifications at IL 92 and I-280.
3. Highway 92 Corridor: Seek federal and state funding for the IL 92 corridor project.

SPRINGFIELD, IL (09/17/2010)(readMedia)-- The New Madrid Seismic Zone was the subject of a three-day conference here in which movers and shakers from all over the country, and Central and South America, met to plan for the eventuality of a major earthquake.

More than 250 National Guard leaders from more than 30 states - including Illinois and the seven other states that would be most affected by a major earthquake along the infamous fault line that once moved the mighty Mississippi River in 1812-met Sept. 14 to 16 to discuss capabilities, shortfalls and response planning.

Alabama, Arkansas, Illinois, Indiana, Kentucky, Mississippi, Missouri and Tennessee are all members of the Central United States Earthquake Consortium (CUSEC), whose mission is the reduction of deaths, injuries, property damage and economic losses resulting from earthquakes in the central United States.

The workshop was held at the National Guard Bureau's Professional Education Center, on Camp Robinson in North Little Rock, Ark., and included presentations by CUSEC, the National Emergency Management Association, the Arkansas Geological Survey, Civil Air Patrol, U.S. Southern and Northern Commands. Even America's largest retailer, Wal-Mart, offered a look at its planned disaster response efforts.

It is widely accepted that an earthquake with a magnitude of 6.0 or greater would quickly absorb the response capabilities of each of the directly-affected states. According to Brig. Gen. Steven P. Huber, Land Component Commander and Director of the Joint Staff for the Illinois National Guard, the main focus of the workshop was to proactively identify capabilities and gaps, and where the respective states could turn for help.

"I think the value is in getting to meet the people within the regions, specifically the folks around the impact area, and to do some coordinating," said Huber, a Chicago native. "We can talk about what we can bring to the table as well as what we feel we need. We would rather get to know these people and shake their hand here than at the scene of an incident."

Dr. Paul Stockton, the assistant secretary of defense for Homeland Defense and Americas' Security Affairs, was the keynote speaker on Tuesday, Sept. 14. Stockton gave a comprehensive presentation, centering on a unity of effort concept between the federal government, active duty military units, National Guard units, state governments and local emergency managers.

He led a discussion following his remarks, where he sought input from everyone in the room as to how best achieve unity of effort in the face of a catastrophe such as an earthquake in the center of the country.

According to CUSEC, there were no seismological measurements in 1812, but recent studies and contemporary reports suggest the magnitude of the largest of four earthquakes centering near New Madrid, Mo., was approximately 7.8. Fortunately, in 1812 the area was sparsely populated with few buildings and supporting infrastructure.

Today, the region is home to millions of people, including those in the cities of St. Louis, Mo., and Memphis, Tenn. Adding to the danger, most structures in the region were not built to withstand earthquake shaking, as they have been in more seismically active areas like California.

According to Scott Ausbrooks of the Arkansas Geological Survey, one of the greatest dangers lies in the phenomenon of liquefaction, which occurs when loose, sandy, water-saturated soils are strongly shaken. According to Ausbrooks, the soils lose their capacity to bear any weight and can flow like a liquid.

Ausbrooks and many other experts in the room agreed that an earthquake of such magnitude would knock out communication and nearly all of the bridges in the Mississippi River basin in the affected states. Scientists estimate that a magnitude 6.0 or larger earthquake is overdue in the region and could hit the Mississippi Valley at any time.

"All of the available resources, military and civilian, will be consumed quickly," explained Maj. Gen. William Wofford, the adjutant general of the Arkansas National Guard. "We will be overwhelmed.

"The response needs are going to exceed all of the available military and civilian assets," said Wofford. "The affected states will need to look to other states to fulfill any shortfalls."

Emergency Management Assistance Compacts between the states were at the center of many discussions at the workshop.

"We have a number of handshake agreements, but we have a lot of work ahead of us," said Wofford. "We all came to the workshop to work and to plan, which is key, but it's a work in progress."

According to Wofford, the agreements hammered out this year will be reviewed next year, taking into account troop deployments and operations considerations in the responding states.

"The planning aspect is the real benefit of a workshop like this, and having the National Guard Bureau, the federal government, civilian agencies and supporting states here is invaluable," said Wofford. "We've communicated, we've coordinated and now we're cooperating."