Iowa Public Employees’ Retirement System Performance Report, FY2006

Agency Performance Report

Iowa Public Employees’ Retirement System Performance Report, FY2007

Agency Performance Report

Iowa Public Employees’ Retirement System Performance Report, FY2008

Agency Performance Report

Iowa Public Employees’ Retirement System Performance Report, FY2009

Agency Performance Report

Iowa Public Employees’ Retirement System Performance Report, FY2010

Agency Performance Report

Iowa Public Employees’ Retirement System Performance Report, FY2011

Agency Performance Report

Iowa Public Employees’ Retirement System Performance Report, FY2005

Agency Performance Report

Iowa Public Employees’ Retirement System Performance Report, FY2004

Agency Performance Report

Iowa Public Employees’ Retirement System Performance Report, FY2005

Agency Performance Report

Iowa Public Employees’ Retirement System Performance Report, FY2006

Agency Performance Report

Iowa Public Employees’ Retirement System Performance Report, FY2007

Agency Performance Report

Iowa Public Employees’ Retirement System Performance Plan, FY2014

Agency Performance Plan, Iowa Public Employees’ Retirement System

A Note on Interviewer Performance Measures in centralised CATI Surveys

Interviewer performance with respect to convincing sample members to participate in surveys is an important dimension of survey quality. However, unlike in CAPI surveys where each sample case 'belongs' to one interviewer, there are hardly any good measures of interview performance for centralised CATI surveys, where even single contacts are assigned to interviewers at random. If more than one interviewer works one sample case, it is not clear how to attribute success or failure to the interviewers involved. In this article, we propose two correlated methods to measure interviewer contact performance in centralised CATI surveys. Their modelling must take complex multilevel clustering effects, which need not be hierarchical, into account. Results are consistent with findings from CAPI data modelling, and we find that when comparing effects with a direct ('naive') measure of interviewer contact results, interviewer random effects are largely underestimated using the naive measure.

Iowa Public Employees’ Retirement System Performance Plan, FY2015

Agency Performance Plan, Iowa Public Employees’ Retirement System

Towards actionable international comparisons of health system performance: expert revision of the OECD framework and quality indicators.

OBJECTIVE: To review and update the conceptual framework, indicator content and research priorities of the Organisation for Economic Cooperation and Development's (OECD) Health Care Quality Indicators (HCQI) project, after a decade of collaborative work. DESIGN: A structured assessment was carried out using a modified Delphi approach, followed by a consensus meeting, to assess the suite of HCQI for international comparisons, agree on revisions to the original framework and set priorities for research and development. SETTING: International group of countries participating to OECD projects. PARTICIPANTS: Members of the OECD HCQI expert group. RESULTS: A reference matrix, based on a revised performance framework, was used to map and assess all seventy HCQI routinely calculated by the OECD expert group. A total of 21 indicators were agreed to be excluded, due to the following concerns: (i) relevance, (ii) international comparability, particularly where heterogeneous coding practices might induce bias, (iii) feasibility, when the number of countries able to report was limited and the added value did not justify sustained effort and (iv) actionability, for indicators that were unlikely to improve on the basis of targeted policy interventions. CONCLUSIONS: The revised OECD framework for HCQI represents a new milestone of a long-standing international collaboration among a group of countries committed to building common ground for performance measurement. The expert group believes that the continuation of this work is paramount to provide decision makers with a validated toolbox to directly act on quality improvement strategies.