Key organisational data

Monitoring the implemention of an operational plans requires the manager to keep data from a diverse array of sources. Examples of key data to collect and analyse in a sport and recreation organisation/business are as follows:

Participation The number of participants , the age and sex of participants, the length of membership, the level of ability (beginner, experienced, etc), other demographic data.

The frequency of participation of each customer/member is also another useful statistic.

Note: Participants may also include officials and spectators as well as players.

Income Income gained directly by providing events, programs and services. This includes membership fees, competition entry fees, program participation fees, coaching fees, equipment and clothing sales, facility usage fees, spectator admission fees.

Other income gained by providing events, programs and services. This includes sponsorship, government funding and fundraising.

Expenditure Costs incurred in directly providing events, programs and services. This may include facility hire, equipment and consumables, costs of engaging coaches, officials, lecturers and other personnel, transport, promotion, printing and catering.

Other costs incurred that are not directly attributable to individual events, programs and services. These may include staff salaries, administration and office costs, interest, and depreciation.

Frequency of resource utilisation It may be useful to collect data about the way customers/members use a facility and/or equipment. For example which pieces of apparatus are most popular, which rooms or areas of the facility are least or most used, etc.

Data can also be collected on the activities of salaried and volunteer personnel as they provided programs, events and services.

Safety statistics Data should be collected on accidents and the incidence of injury.

Status of resources The condition and location of equipment is useful data to collect. The status of financial resources is monitored through standard accounting practices.

The quality of services The quality of services, events and programs is often measured through surveys of customers/members. In the sport context the quality of programs can be inferred through improvements in team and individual performance, i.e. by monitoring results.

Organisation/
business development Examples of data that may indicate change within an organisation/business includes the number of clubs or outlets, the level of qualifications of personnel, the legal status of the organisation or its clubs (i.e. incorporated, not incorporated), affiliations achieved with other organisations,

An organisational database that enables data to be kept and retrieved over many years is a likely necessity. Although it is a common practise to keep data using Microsoft Excel spreadsheet, a Microsoft Access database is better software however it requires more skill to develop.

Key organisational data

MANAGING OPERATIONS

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Participation	The number of participants , the age and sex of participants, the length of membership, the level of ability (beginner, experienced, etc), other demographic data. The frequency of participation of each customer/member is also another useful statistic. Note: Participants may also include officials and spectators as well as players.
Income	Income gained directly by providing events, programs and services. This includes membership fees, competition entry fees, program participation fees, coaching fees, equipment and clothing sales, facility usage fees, spectator admission fees. Other income gained by providing events, programs and services. This includes sponsorship, government funding and fundraising.
Expenditure	Costs incurred in directly providing events, programs and services. This may include facility hire, equipment and consumables, costs of engaging coaches, officials, lecturers and other personnel, transport, promotion, printing and catering. Other costs incurred that are not directly attributable to individual events, programs and services. These may include staff salaries, administration and office costs, interest, and depreciation.
Frequency of resource utilisation	It may be useful to collect data about the way customers/members use a facility and/or equipment. For example which pieces of apparatus are most popular, which rooms or areas of the facility are least or most used, etc. Data can also be collected on the activities of salaried and volunteer personnel as they provided programs, events and services.
Safety statistics	Data should be collected on accidents and the incidence of injury.
Status of resources	The condition and location of equipment is useful data to collect. The status of financial resources is monitored through standard accounting practices.
The quality of services	The quality of services, events and programs is often measured through surveys of customers/members. In the sport context the quality of programs can be inferred through improvements in team and individual performance, i.e. by monitoring results.
Organisation/ business development	Examples of data that may indicate change within an organisation/business includes the number of clubs or outlets, the level of qualifications of personnel, the legal status of the organisation or its clubs (i.e. incorporated, not incorporated), affiliations achieved with other organisations,