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Self-archiving for articles in subscription-based journals Springer journals' policy on preprint sharing. By signing the Copyright Transfer Statement you still retain substantial rights, such as self-archiving: Author(s) are permitted to self-archive a pre-print and an author's accepted manuscript version of their Article. ………. b. An Author's Accepted Manuscript (AAM) is the version accepted for publication in a journal following peer review but prior to copyediting and typesetting that can be made available under the following conditions: (i) Author(s) retain the right to make an AAM of their Article available on their own personal, selfmaintained website immediately on acceptance, (ii) Author(s) retain the right to make an AAM of their Article available for public release on any of the following 12 months after first publication ("Embargo Period"): their employer's internal website; their institutional and/or funder repositories. AAMs may also be deposited in such repositories immediately on acceptance, provided that they are not made publicly available until after the Embargo Period.

The increasing pressure for organizations to monitor outputs and operations using performance measures raises two important issues. First, are there specific performance measures that are significant contributors to the key measures? Second, and as a corollary of the first, is it possible to reduce the number of performance measures and minimize the potential for organizations becoming overwhelmed by data of limited cost-effectiveness? With these issues in mind, this paper examines a number of performance measures currently used widely in Australian public aquatic centres. Employing hierarchical multiple regression analysis, results indicate that a small number of measures appear to be closely related to two key performance measures for visitation and financial success. INTRODUCTIONDuring the past decade there has been a growth in the adoption of performance measures and benchmarking to assist with decision-making in organizations. The growth of organizational performance measures however, has raised some important issues. One major issue is the potential for organizations to become swamped with information related to performance measurement. The challenge is to identify those measures that appear to be closely related to organizational performance, and which can directly influence organizational decision-making. In turn, redundant measures can be identified so that managers can focus on a relatively small number of measures, rather than be overwhelmed by a plethora of irrelevant information.This paper is an exploratory examination of which financial and participation measures may have the greatest potential to predict the two key indicators of organizational performance for public aquatic centres: expense recovery and total visits per year. It is anticipated that total visits per year (the dependent variable) will be directly predicted by the independent variables: the catchment population within 5 kilometres of the centre, the range of programme opportunities available at that centre, the fees per visit and promotion cost share. In contrast, it is expected that expense recovery (dependent variable) will be directly predicted by the independent variables: the catchment population within 5 kilometres of the centre, the range of programme opportunities available at that centre, the fees per visit to use the centre, secondary spend per visit; and a range of expenditure indicators: labour cost share, maintenance cost share, energy cost share, and promotion cost share.

There are over 1,500 golf courses in Australia, of which almost 400 are publicly owned. These courses are the focus of a large and vibrant industry, with an estimated turnover of A$365m per year. Furthermore, Australian Bureau of Statistics (ABS) surveys regularly place golf in the top three sports and physical activities participated in by Australian adults. The major form of external performance measurement of golf courses is a subjective list of experts' perceptions of the 'top 100 golf courses'. Internally, the financial bottom line of profit and loss statements is usually the only other item on the course 'scorecard'. Little has been done in terms of developing performance indicators that are applicable for widespread external use in golf course management. The research reported in this paper has addressed this lack of external performance measures with the development of performance indicators that are applicable for use in the operational management of golf courses. The first phase of the study concluded in 1999, and was funded by the CERM Performance Indicators (CERM PI 1 ) project based at the University of South Australia and a number of Australian local government councils and industry partners. A total of 41 performance indicators were developed to represent financial and non-financial areas of operational management, plus 21 attributes of customer service quality. This paper also reports on limitations identified during the trialing of the instruments and protocols, and makes recommendations for ongoing research.