Identified Performance Measures Research Articles

Addressing cancer health disparities with a quality dashboard.

171 Background: Equity is lacking in cancer care. In 2021, the cancer center at our academic medical center established a quality dashboard with relevant performance measures. We aimed to evaluate our care in various domains of healthcare quality; however, no measures of equity were displayed. In 2023, we stratified our performance measures according to various population groups and evaluated group differences. In the next phase of this quality improvement cycle, we added the stratified results to the quality dashboard to display these group differences and prioritize equity. Methods: We identified performance measures that could be stratified by population groups, such as race, ethnicity, insurance type, and primary spoken language. Three measures, mortality index (MI), length of stay (LOS) index, and 30-day readmission rate, were calculated using a third-party program for the fiscal year 2022. Additionally, we stratified 2021 and 2022 data on patient satisfaction, assessed by the proportion of patients selecting the top answer to the likelihood of recommending the practice, by race and language. Each performance measure was color-coded in a quality dashboard according to the institution-set benchmarks (goals) and thresholds (satisfactory performance). Values better than or equal to the benchmark were displayed in green, between the benchmark and threshold in yellow, and worse than the threshold in red. Values worse than the benchmark were considered opportunities for improvement. Results: Population group differences are now captured on our quality dashboard. For the stratified MI results, white and Asian patient populations met the threshold, while the black patient population did not. Latinx patients did not meet the MI threshold, while the non-Latinx patient population did. Patients with Medicaid did not meet the MI, LOS, or readmission thresholds. Regarding patient satisfaction, the white patient population and those whose primary language was English met the benchmark, while the non-white patient population and the non-English speaking group did not. Conclusions: The quality dashboard, with the addition of measures stratified by sociodemographic factors, highlights signs of cancer health disparities at our institution. Leadership can use this tool to target resources to specific areas where disparities exist. The next steps include understanding contributing factors and setting appropriate benchmarks for future quality improvement work. Finally, we must understand the needs of other population groups facing cancer health disparities but not represented in the data, including the sexual and gender minority population.

Views of Struggling Students from Historically Excluded Groups on Academic Success and Instructor Support

This qualitative case study explored the perceptions of struggling students who identified as first-generation, low-income, and/or Students of Color (i.e., Historically Excluded Groups), and their beliefs about success, struggle, and characteristics of supportive instructors. Thematic analysis revealed student participants understood academic success and struggle in terms of Identifying Performance Measures, Developing a Growth Mindset, and Integrating Knowledge. Students identified supportive instructors by using one or more of the following themes, which were described using in vivo codes: Creates More Motivation for Me, Puts the Joy into Learning, Doesn’t Make You Feel Dumb, Not Here to Hurt Your Grades, Makes Material Understandable, Treats Us as More Than Just Students, and If I Ever Needed Anything. Implications for practice include expanding the definition of academic success and engaging specific instructor dispositions and behaviors to better support these students.

Strategic Outcome Using Fuzzy-AHP-Based Decision Approach for Sustainable Manufacturing

The manifestation of new part designs and continuously changing market demands as well as the requirements of new functions and technologies often results in higher material cost, lesser machine utilization, and extensive wastage of energy. As a consequence, companies across the world are striving for sustainable manufacturing, which can ensure flexibility as well as adaptability, with higher productivity and lesser wastage of resources. The dynamic and competitive nature of the world market emphasizes the importance of economically sustainable setups, such as reconfigurable cellular manufacturing systems (RCMSs). Indeed, among several cutting-edge strategies, the RCMS is the most prominent owing to its versatility, rationality, and resilience. However, one of the limitations associated with RCMS is the evaluation and selection of the best configuration that can meet abrupt changes and achieve manufacturing sustainability. Therefore, organizations intending to reconfigure have to address the issue of evaluating all possible alternatives and selecting the best one using a well-defined methodology. This paper focuses on evaluating and finding the best configuration using multi-criteria decision-making (MCDM) approaches depending on PROMETHEE and VIKOR. The fuzzy analytic hierarchy process (FAHP) is utilized to compute the weights of various criteria because it also considers any uncertainty and vagueness existing in the problem. The assessing attributes in this study are selected by keeping in mind the objective of sustainable manufacturing. The two MCDM methods are utilized for ranking different configurations to ascertain the results obtained from the other. The study accomplished in this paper is related to manufacturing setups that need to be reconfigured. The number of manufacturing configurations is determined, and simulation models are established for each configuration. The simulation outcomes are examined using the FAHP-PROMETHEE and FAHP-VIKOR to assess the appropriateness of each configuration depending on the identified performance measures. The results of the experiments show the importance of employing MCDM in RCMS to achieve sustainable manufacturing and determining the most effective setup.

Empirical decision analytics approach of advanced granularity-based models for identifying performance measures of ERPS application

There are four motivations in this study. First, recent machine learning techniques, such as decision trees, multi-layer perceptron, and Bayesian methods, for empirical decision analytics approach are spanning a wide research interest to understand and solve a real-world complex problem and thus attract significant concerns for identifying performance measures of extensive application domains. Second, integrated circuit design (IC) industry in Taiwan plays a prominent bellwether in triggering world’s economic markets, particularly for Taiwan Semiconductor Manufacturing Company. Third, enterprise resource planning system (ERPS) has been one of the most popular tools in total solution management across industries, and its relevant decision rules attract current trends in using an advanced soft computing approach. Lastly, with limited literature reviews, there is scarce investigation on picking right ERPS with effective decision rule-based knowledge for the IC design industry from application perspectives, and this research is first to bridge such a study gap for technical and managerial applications. Thus, this research synthesizes and proposes an advanced hybrid procedure to organize multi-expert granularity-based models with comprehensible decision rule-based wisdom to experience the ERPS selection and identify its determinants. The study finding implies that the determinants are varied from the class types and benefit interested parties useful references to facilitate positive migration of inter-industry. This research significantly contributes clear motivation and originality with good application values for an advanced hybrid analysis.

Evaluation of Maintenance and EOL Operation Performance of Sensor-Embedded Laptops

Sensors are commonly employed to monitor products during their life cycles and to remotely and continuously track their usage patterns. Installing sensors into products can help generate useful data related to the conditions of products and their components, and this information can subsequently be used to inform EOL decision-making. As such, embedded sensors can enhance the performance of EOL product processing operations. The information collected by the sensors can also be used to estimate and predict product failures, thereby helping to improve maintenance operations. This paper describes a study in which system maintenance and EOL processes were combined and closed-loop supply chain systems were constructed to analyze the financial contribution that sensors can make to these procedures by using discrete event simulation to model and compare regular systems and sensor-embedded systems. The factors that had an impact on the performance measures, such as disassembly cost, maintenance cost, inspection cost, sales revenues, and profitability, were determined and a design of experiments study was carried out. The experiment results were compared, and pairwise t-tests were executed. The results reveal that sensor-embedded systems are significantly superior to regular systems in terms of the identified performance measures.

Multiple performance measures are needed to evaluate triage systems in the emergency department

ObjectivesEmergency department triage systems can be considered prediction rules with an ordinal outcome, where different directions of misclassification have different clinical consequences. We evaluated strategies to compare the performance of triage systems and aimed to propose a set of performance measures that should be used in future studies. Study Design and SettingWe identified performance measures based on literature review and expert knowledge. Their properties are illustrated in a case study evaluating two triage modifications in a cohort of 14,485 pediatric emergency department visits. Strengths and weaknesses of the performance measures were systematically appraised. ResultsCommonly reported performance measures are measures of statistical association (34/60 studies) and diagnostic accuracy (17/60 studies). The case study illustrates that none of the performance measures fulfills all criteria for triage evaluation. Decision curves are the performance measures with the most attractive features but require dichotomization. In addition, paired diagnostic accuracy measures can be recommended for dichotomized analysis, and the triage-weighted kappa and Nagelkerke's R2 for ordinal analyses. Other performance measures provide limited additional information. ConclusionWhen comparing modifications of triage systems, decision curves and diagnostic accuracy measures should be used in a dichotomized analysis, and the triage-weighted kappa and Nagelkerke's R2 in an ordinal approach.

Performance measures for lower gastrointestinal endoscopy: a European Society of Gastrointestinal Endoscopy (ESGE) quality improvement initiative.

The European Society of Gastrointestinal Endoscopy and United European Gastroenterology present a short list of key performance measures for lower gastrointestinal endoscopy. We recommend that endoscopy services across Europe adopt the following seven key performance measures for lower gastrointestinal endoscopy for measurement and evaluation in daily practice at a center and endoscopist level: 1 rate of adequate bowel preparation (minimum standard 90%); 2 cecal intubation rate (minimum standard 90%); 3 adenoma detection rate (minimum standard 25%); 4 appropriate polypectomy technique (minimum standard 80%); 5 complication rate (minimum standard not set); 6 patient experience (minimum standard not set); 7 appropriate post-polypectomy surveillance recommendations (minimum standard not set). Other identified performance measures have been listed as less relevant based on an assessment of their importance, scientific acceptability, feasibility, usability, and comparison to competing measures.

Performance measures for lower gastrointestinal endoscopy: a European Society of Gastrointestinal Endoscopy (ESGE) Quality Improvement Initiative.

The European Society of Gastrointestinal Endoscopy and United European Gastroenterology present a short list of key performance measures for lower gastrointestinal endoscopy. We recommend that endoscopy services across Europe adopt the following seven key performance measures for lower gastrointestinal endoscopy for measurement and evaluation in daily practice at a center and endoscopist level: 1 Rate of adequate bowel preparation (minimum standard 90 %); 2Cecal intubation rate (minimum standard 90 %); 3 Adenoma detection rate (minimum standard 25 %); 4 Appropriate polypectomy technique (minimum standard 80 %); 5 Complication rate (minimum standard not set); 6 Patient experience (minimum standard not set); 7 Appropriate post-polypectomy surveillance recommendations (minimum standard not set). Other identified performance measures have been listed as less relevant based on an assessment of their importance, scientific acceptability, feasibility, usability, and comparison to competing measures.

Talent Recruitment and Firm Performance: The Business of Major League Sports

Firms rely heavily on their investments in human capital to achieve profits. This research takes advantage of detailed information on worker performance and confidential information on firm revenue and operating costs to investigate the relationship between talent migration and firm profitability in major league sports. One key problem that firms have is identifying performance measures for its workforce, especially for potential employees (recruits). In contrast to nearly all other industries, in the industry of professional team sports, detailed information about the past performance of each individual worker (athlete) is known to all potential employers. First, I demonstrate using public data that worker athlete) statistics aggregated to the establishment (team) level correlate with success on the field (measured in win percentage). Second, I use confidential data from the 2007 Economic Censuses, and from the 2007 and 2008 Service Annual Surveys to investigate the link between individual worker performance and team profitability, controlling for many other aspects of the sports business, specifically taking account of the mobility of athletic “stars” and “superstars” from one team to another. The investigations in this paper provide support for the hypothesis that hiring talented individuals (stars) will increase a firm’s profit. However, there is not convincing support for the incremental benefit of hiring superstars. The mixed evidence suggests a benefit on balance.

Providers' Perspectives on Case Management of a Healthy Start Program: A Qualitative Study.

Although Healthy Start case managers recognized the benefits of case management for facilitating optimal service delivery to women and their families, structural factors impact effective implementation. This study investigated case managers' views of 1) the structural challenges faced in implementing case management for program participants, and 2) possible strategies to enhance case management in medical home settings. Two focus groups were conducted separately with case managers from the four program service sites to gain insight into these issues noted above. Each group was co-facilitated by two evaluators using a previously developed semi-structured interview guide. The group discussions were audio recorded and the case managers' comments were transcribed verbatim. Transcripts were analyzed using thematic analysis, a deductive approach. Data were collected in 2013 and analyzed in 2015. Case managers are challenged by externalities (demographic shifts in target populations, poverty); contractual requirements (predefined catchment neighborhoods, caseload); limited support (client incentives, tailored training, and a high staff turnover rate); and logistic difficulties (organizational issues). Their approach to case management tends to be focused on linking Although Healthy Start case managers recognized the benefits of case management for facilitating optimal service delivery to women and their families, structural factors impact effective implementation. This study investigated case managers' views of 1) the structural challenges faced in implementing case management for program participants, and 2) possible strategies to enhance case management in medical home settings. Two focus groups were conducted separately with case managers from the four program service sites to gain insight into these issues noted above. Each group was co-facilitated by two evaluators using a previously developed semi-structured interview guide. The group discussions were audio recorded and the case managers' comments were transcribed verbatim. Transcripts were analyzed using thematic analysis, a deductive approach. Data were collected in 2013 and analyzed in 2015. Case managers are challenged by externalities (demographic shifts in target populations, poverty); contractual requirements (predefined catchment neighborhoods, caseload); limited support (client incentives, tailored training, and a high staff turnover rate); and logistic difficulties (organizational issues). Their approach to case management tends to be focused on linking clients to adequate services rather than reporting performance. Case managers favored measurable deliverables rather than operational work products. A proposed solution to current challenges emphasizes and encourages the iterative learning process and shared decision making between program targets, funders and providers. Case managers are aware of the challenging environment in which they operate for their clients and for themselves. However, future interventions will require clearly identified performance measures and increased systems support.

Identification of performance measures in Indian automobile industry: a green supply chain management approach

The environment is experiencing pressure from various manufacturing industries. Environmental pollution produced from process industries causing very dangerous issues like global warming, production of green house gases and depletion of ozone layer. Green supply chain management (GSCM) is the approach by which we minimise the effect of this environmental hazard. This study aims to identify the various measures on which performance of GSCM can be evaluated and further validation of the identified performance measures (PM). The automobile sector in India is considered to carry out the study in order to limit the scope of the research work. After comprehensive literature review and study we have identified six performance measures having 28 variables. Based on this, factor and reliability analysis has been performed. These measures are identified with exhaustive literature survey and its validation is tested using confirmative factor analysis to test the fitness of classification of elements among these measures. The study is done in central India, though the factors identified are relevant to Indian as well as global context.

Research instrument design for performance measures of green manufacturing practices in India - a pilot study

Green manufacturing (GM) is a terminology that minimises waste and pollution. It emphasises on the use of processes that do not pollute the environment or harm consumers, employees, or other members of the community. GM is fast emerging as the sustainable manufacturing solution that has the potential to solve most problems that the world faces today. A pilot survey was undertaken by the authors in mid 2011 to determine the extent of awareness and implementation of GM practices within various manufacturing industries in central India. In this paper an approach is made to develop an instrument to find the status of awareness and implementation of GM in India. It also aims at developing and validating performance measures for GM in the Indian context that could be used by manufacturers in assessing and improving their environmental manufacturing performance. Using a comprehensive blend of the literature, eight performance measures of GM and their 59 variables have been developed. The identified performance measures were subjected to appropriate statistical tests to establish reliability and validity. The validated instrument developed here may be used by manufacturing organisations to prioritise their efforts to assess and implement GM.

Performance-Based Rubrics for Measuring Organizational Strategy and Program Implementation

While a majority of the literature in the field of performance measurement has focused on what organizations should measure, report, and use in order to improve overall organizational results, organizational leaders still experience difficulty in identifying performance measures to track the achievement of organizational strategy. This article describes the methods used to measure organizational strategy and program implementation and proposes the use of a performance-based rubric to better enable organizational leaders to capture and identify the essence of organizational strategy as implemented and to attribute performance outcomes to specific strategic actions. Implications for organizational leaders and researchers from all sectors are presented.

Measuring the social and economic performance of catch share programs: Definition of metrics and application to the U.S. Northeast Region groundfish fishery

In May 2010 the New England Fishery Management Council introduced a catch share, program in the Northeast Multispecies (groundfish) Fishery. Amendment 16 of the Northeast Multispecies Fishery Management Plan allocated quota to 17 self organized groups of permit holders based on their collective catch history. These groups are commonly referred to as Sectors and are similar to harvest cooperatives. Sectors represented a significant shift from previous management approaches reliant on limits to days at sea and other input controls. Given the potential for significant social and economic effects of catch shares and other management programs, social and economic performance measures were developed from 2009 to 2010 by Northeast Fisheries Science Center (NEFSC) social scientists. Previous social and economic monitoring of management outcomes had been ad hoc and provided minimal opportunity for inter-fishery comparison. This paper describes the process of identifying performance measures and associated indicators to serve as the foundation of monitoring social and economic outcomes for all federal fisheries in the U.S. Northeast Region, and for planning NEFSC social and economic research priorities. It then presents how these performance measures were applied to assess the first year of the Amendment 16 Sector program. Challenges and limitations of this process are presented along with a description of efforts underway to broaden the use of these social and economic metrics to other fisheries.

Evaluation of emergency department performance – a systematic review on recommended performance and quality-in-care measures

BackgroundEvaluation of emergency department (ED) performance remains a difficult task due to the lack of consensus on performance measures that reflects high quality, efficiency, and sustainability.AimTo describe, map, and critically evaluate which performance measures that the published literature regard as being most relevant in assessing overall ED performance.MethodsFollowing the PRISMA guidelines, a systematic literature review of review articles reporting accentuated ED performance measures was conducted in the databases of PubMed, Cochrane Library, and Web of Science. Study eligibility criteria includes: 1) the main purpose was to discuss, analyse, or promote performance measures best reflecting ED performance, 2) the article was a review article, and 3) the article reported macro-level performance measures, thus reflecting an overall departmental performance level.ResultsA number of articles addresses this study’s objective (n = 14 of 46 unique hits). Time intervals and patient-related measures were dominant in the identified performance measures in review articles from US, UK, Sweden and Canada. Length of stay (LOS), time between patient arrival to initial clinical assessment, and time between patient arrivals to admission were highlighted by the majority of articles. Concurrently, “patients left without being seen” (LWBS), unplanned re-attendance within a maximum of 72 hours, mortality/morbidity, and number of unintended incidents were the most highlighted performance measures that related directly to the patient. Performance measures related to employees were only stated in two of the 14 included articles.ConclusionsA total of 55 ED performance measures were identified. ED time intervals were the most recommended performance measures followed by patient centeredness and safety performance measures. ED employee related performance measures were rarely mentioned in the investigated literature. The study’s results allow for advancement towards improved performance measurement and standardised assessment across EDs.

Development and validation of performance measures for environmentally conscious manufacturing

Growing awareness of environmental issues has put business and government under pressure to reduce the environmental impacts involved in the production and consumption of goods and services leading to a new paradigm of environmentally conscious manufacturing (ECM). However, because of the lack of ECM performance measures, judgements about ECM have become costs in ethical or moral terms. In this paper, 11 performance measures for environmentally conscious manufacturing have been identified based on the review of 78 research papers/articles and discussion with practitioners. A survey of 285 industries in India, using a questionnaire specifically developed for this study, has been done to validate the identified performance measures. The developed performance measures have been found to be highly reliable using Cronbach’s alpha. The validity of the performance measures has been assessed through factor analysis by using SPSS 11.5 for window® statistical tool.

Performance Measures for Schizophrenia Research: In Reply

Back to table of contents Previous article Next article LettersFull AccessPerformance Measures for Schizophrenia Research: In ReplyDonald Emile Addington, M.B.B.S., Emily McKenzie, M.Sc., and JianLi Wang, Ph.D.Donald Emile AddingtonSearch for more papers by this author, M.B.B.S., Emily McKenzieSearch for more papers by this author, M.Sc., and JianLi WangSearch for more papers by this author, Ph.D.Published Online:1 Jul 2012https://doi.org/10.1176/appi.ps.20120p721aAboutSectionsPDF/EPUB ToolsAdd to favoritesDownload CitationsTrack Citations ShareShare onFacebookTwitterLinked InEmail In Reply: Burns has made three general points in his letter about our article on performance measures for schizophrenia services. First, he has endorsed the use of the Delphi process for engaging multiple stakeholder groups. Second, he has made pertinent observations about the process of using the Delphi based on his considerable experience working with multiple groups, including consumers. More specifically, he has pointed out the potential problem that occurs when groups rate many items as essential, and he has made several practical suggestions about how to encourage the group to be more focused and selective. We recognize the value of his suggestions and, in retrospect, we could have improved our Delphi process.We have a different perspective on his third suggestion, to return to the Delphi group with improved directions in order to obtain a more focused group of performance measures with the goal of changing the practice of individual clinicians with a set of “performance measures that nobody could ignore.” The reason underlying our perspective is that we see the identification of measures as only a small step on the path to implementing performance measures in mental health services. In a prior systematic review, we examined the facilitators and barriers to implementing performance measures (1). The review identified seven broad factors that influenced the implementation of performance measures, including indicator characteristics, promotional strategies, implementation strategies, resources, individual factors, organizational factors, and external factors. In our article on performance measures, which is the subject of Burns' letter, we focused on one factor only, indicator characteristics.We have previous experience with use of the Delphi process as part of the process of identifying performance measures for first-episode psychosis services (2). When we moved to implement these measures, we found that some measures rated as essential were, in practice, hard to specify with precision, and some were difficult to collect. When we studied the use of the available measures to compare services, only one measure, hospitalization, was sufficiently robust and widely available to be considered suitable for setting standards (3). We have since sought to increase the potential value of hospitalization as a performance measure for first-episode psychosis services. First, we developed a risk adjustment formula for hospitalization (4), and second, we tested the validity of hospitalization as a performance measure by demonstrating that it correlated with two other important outcome measures, quality of life and global psychopathology (5).In conclusion, we see the systematic review and rating of evidence as essential first steps in developing performance measures. The Delphi is a useful next step to narrow the number of measures, but it reflects only opinion evidence, one of the weaker levels of evidence in evidence-based medicine. Further practical steps include the rigorous definition of measures and further research to validate the measures. All these steps would still address only one of the seven factors (indicator characteristics) that we identified as facilitators and barriers to implementing performance measures in mental health services.References1 Addington D , Kyle T , Desai S , et al.: Facilitators and barriers to implementing quality measurement in primary mental health care: systematic review. Canadian Family Physician 56:1322–1331, 2010 Medline, Google Scholar2 Addington D , McKenzie E , Addington J , et al.: Performance measures for early psychosis treatment services. Psychiatric Services 56:1570–1582, 2005 Link, Google Scholar3 Addington D , Norman R , Adair C , et al.: A comparison of early psychosis treatment services using consensus and evidence-based performance measures: moving towards setting standards. Early Intervention in Psychiatry 3:274–281, 2009 Crossref, Google Scholar4 Addington DE , Beck C , Wang J , et al.: Predictors of admission in first-episode psychosis: developing a risk adjustment model for service comparisons. Psychiatric Services 61:483–488, 2010 Link, Google Scholar5 Addington DE , McKenzie E , Wang JL : Validity of hospital admission as an outcome measure of services for first-episode psychosis. Psychiatric Services 63:280–282, 2012 Link, Google Scholar FiguresReferencesCited byDetailsCited ByNone Volume 63Issue 7 July 2012Pages 721-722 Metrics PDF download History Published online 1 July 2012 Published in print 1 July 2012

The use of performance measures: case studies from the microfinance sector in Kenya

PurposeThe intent of microfinance institutes (MFIs) in developing countries is to provide loans to very poor people in order to help them transform their lives. MFIs tend to receive subsidies; sustainability is being sought to free MFIs from non‐market dependencies. Sustainability is expected to be achieved with “best practices,” of which management with performance measures is a component. The purpose of this paper is to examine the use of performance measures by three Kenyan MFIs, which are classified as formal and client based, and likely to use rational and explicit performance measures. Clients in these MFIs are placed into self‐help groups with two responsibilities: to provide mutual support and advice to the borrowing client; and to provide the MFI with a guarantee that loans of group members will be repaid.Design/methodology/approachBased on a review of the economics and performance measurement systems literatures, research questions were developed along with an interview guide. Case studies were used to administer an interview guide which was distributed to the respondents prior to the face‐to‐face interviews.FindingsThe study concludes that MFIs have relatively well‐developed performance measures that support their particular businesses. There was a good balance between the use of financial and non‐financial performance measures. However, output measures were more commonly used than process measures. The nature of the MFIs suggests the importance of performance measurement. The managers of the MFIs are concerned with performance measurement, as expected within a bureaucracy, and a top‐down demand is present. In addition, group members or clients are interested in performance measurement as each member guarantees the loans of all fellow group members who have loans with the MFI. Thus, the customers exert a bottom‐up demand for performance measurement.Originality/valueThe findings support the view that performance measures are a means for managing MFIs and are a likely requirement for sustainability. Furthermore, the findings have identified performance measures (similar to those at banks) that are appropriate for the three MFIs in Kenya. The findings are important since the identified performance measures may be adopted by other evolving MFIs in this relatively new sector. In addition, the findings contribute to a better understanding of the genesis of the less popular results and determinants performance measurement framework of Fitzgerald et al.

Co‐operative performance

PurposeThe purpose of this paper is to consider the historical basis of development of corporate social responsibility and the impact of this on co‐operative enterprises and member‐owned businesses.Design/methodology/approachThis is a viewpoint identified by years of experience dealing with co‐operative organisations.FindingsThe paper finds that the basis of development of corporate social responsibility from the perspective of commercial corporations does not promote an adequate accounting framework for co‐operative enterprises and member‐owned businesses.Research limitations/implicationsPractitioners in different areas of business are trying to make sense of sustainability accounting and reporting in a commercial setting. This piece by one of these, draws on a topical initiative around co‐operative enterprises to raise questions around what is meant by performance in the context of member‐owned enterprises and whether the field of corporate social responsibility has overlooked the relevance of ownership in terms of organisational incentives for action.Practical implicationsThe author proposes a series of definitions for co‐operative performance, which are designed to underpin metrics that relate to “member value”. This is offered in contrast to “shareholder value” for companies that, unlike co‐operatives, are owned by external shareholders.Social implicationsThe field of corporate social responsibility is a major user and innovator of the tools and techniques for sustainability accounting and reporting. But it tends to be silent on ownership. However, if different models of ownership create different incentives for action on sustainable development, then rather than just accounting for “how” an enterprise operates, however it is owned and led, there may be value in tools to test “whether” an institution is fit for purpose in its fundamental design.Originality/valueThe paper develops a new perspective and future research opportunities in identifying performance measures for co‐operative enterprises.

Citizens, budgets and performance measures: a case study of west hartford, connecticut

This article reports on a design for citizen identified performance measures for budgeting that seeks to overcome problems of validity and representativeness that typically exist in citizen involvement processes. This design selected participants using random sampling so that each resident had the same chance of being invited to be in one of the focus groups that worked to develop outcome measures for a set of town services. In order to assure that the resulting measures were helpful to residents at large, an additional phase of the process involved a large sample survey of town residents to validate the results. The results were a set of performance measures that were developed by a small group of citizens that the population at large found useful to them when thinking about local services.