ABSTRACT
This chapter explores the many ways that operational performance can be measured, which acts as a guide to actions which sport managers and sport development officer (SDOs) need to take. It explains how organisational purpose and performance can be articulated, utilising the concepts of mission statements, aims and objectives. An initial sense of purpose of the organisation can be formed by considering the economic sector it operates in and its organisational classification. The broad sector rationale the sport organisation operates in is useful for giving context to the service purpose. Many strategic business plans will begin with a Vision Statement. The mission statement should in theory attempt to encapsulate the essence of the organisation, its purpose and, even for some, its operational ethos. A simple way of conveying how the sport organisation wants to operate is to produce value statements. Mission statements, visions and values are important, but not sufficient or detailed enough to allow for proper performance evaluation.
