One relates the professional level of a sport organization quickly to the output, or the result of a particular process. This could mean that if, let’s say, a Volleyball organization manages to win a bid for the organization of a World Championship, this confederation could be considered very professional. The result with regards to the financial, commercial and image aspects would be very good. But this does not say anything about their statutory objectives, not directly linked to this event.
So if the same Volleyball organization would not establish any progress in reaching their statutory objectives, the confederation would score very low on the professional status. This combination (commercial and statutory, societal objectives) is, as reported by Chappelet & Bayle
(2005, p39), the case for all nonprofit sports organizations. These organizations require specific performance management for two reasons:
1. The performance that a sport organization seek to attain is not primarily financial.
2. The decision-taking system is based on (unpaid) volunteerism and on democratic governance.
Chappelet & Bayle (2005, p55) use six dimensions for the measuring of the Global Performance of National Sport Federations:
1. Statutory performance (quantitative and qualitative method of measurement)
Objective→ Obtaining the best sport results, developing the number of members
2. Organizational performance (qualitative)
Objective→ to respond to the statutory mission, strategic plan and environmental requirements
3. Economic and Financial performance (qualitative)
Objective→ Obtaining and managing financial resources
4. Promotional performance (quantitative)
Objective→ Improving media impact
5. Internal social performance (quantitative and qualitative)
Objective→ Improving the social climate and the involvement of all actors
6. Societal performance (qualitative)
Objective→ Contributing toward a better-functioning society, by achieving the statutory objective(s)
Indicator of professionalization: The performance dimensions are of direct influence on the professional status of the CSF. A low score on the majority of these dimensions relate to mismanagement of the organization. It’s output is not parallel towards it’s own statutes, strategic plan and doesn’t contribute towards a better-functioning society.
