Performance, satisfaction, and safety indicators are commonly measured on a percentage scale. Such indicators are often subject to ceiling or floor effects and performance may be inherently non-linear. For example, improving from 85% to 95% might be more difficult and need more effort than improving from 55% to 65%. As such, analysis of these indicators is not always straightforward and standard linear analysis could be problematic. We present the most common approach to dealing with this problem: a logit transformation of the score, following which standard linear analysis can be conducted on the transformed score. We also demonstrate how estimates can be back-transformed to percentages for easier communication of findings. In this paper, we discuss the benefits of this method, use algebra to describe the relevant steps in the transformation process, provide guidance on interpretation, and provide a tool for analysis.In recent years, efforts to improve the quality and safety of healthcare have resulted in the introduction of systems for monitoring the performance of healthcare providers and the satisfaction and safety of patients. New quality and performance indicators have been created, to which financial and reputational rewards for providers are often attached. Although performance indicators are measured for each patient, they are often only reported in aggregate form (eg, at the practice or hospital level). Therefore, an indicator that begins as a binary outcome (that is, the target is either met or not met for each patient), 1 becomes a proportion (that is, the percentage of patients for whom the quality target is met). Such summary indicators are usually analysed by linear models. This is appropriate in many scenarios where the scores retain linear properties, for example, in the analysis of referral rates and their predictors. 2 However, for aggregate analyses of performance indicators, two particular problems can emerge. Firstly, it is common for individual indicators within a set to vary in intrinsic difficulty (eg, recording blood pressure is easier than controlling blood pressure) or vary in the size of associated incentives. This frequently results in healthcare providers achieving targets for 100% of patients for easier indicators 3 and, less often, for 0% of patients for more difficult indicators, or for indicators with smaller incentives. Maximum (100%) and minimum (0%) scores are more common when patient groups are small (the problem of small denominators). These "ceiling" and "floor" effects can cause problems in analyses of data at the patient level, but also make the use of aggregate performance scores in linear models problematic. This is a particular problem for prediction modelling (eg, in interrupted time series designs) 4 where predictions might fall outside the 0-100% range.Secondly, there is inherent non-linearity in performance indicators, because the effort required by a health worker is not uniform across patients. For example, some patients might attend clinic appointments infrequ...