The purpose of this research was to examine the differences in the organizational structure of Sports Commissions in the United States of America. This study also examined Sports Commissions according to general organizational characteristics. Further, this study attempted to classify Sports Commissions according to organizational structure. In addition, comparisons and contrasts regarding organizational structure were drawn between organizations that represent large and small geographic regions. The theoretical frameworks for this study were based within contemporary and traditional organizational theories. The literature was grounded in reference to similar studies and findings relative to management and legal interpretations of community supported sport in general, and within sport management frameworks in particular. While the significance of this study is revealed in the findings pertaining to the structure of Sport Commissions, greater implications relative to sport organizations and community sport development are also discussed. The subjects for this study were regional Sports Commissions of the United States of America considered 'active' members of the National Association of Sports Commissions (NASC) collective. The survey instrument contained three sections which addressed the areas of centralization, formalization, and complexity, in addition to a fourth section, which examined descriptive organizational characteristics. The components of centralization measured included information dissemination, information output, and control of information. The components of formalization included written job descriptions, written rules and procedures, and supervision of personnel. Complexity was measured using size of structure, and education and experience of employees. Organizational characteristics were assessed according to Commission type, financial components, and activities performed. Survey methods included both telephone and mail surveys. Of the 74 total Sports Commissions surveyed, 57 participated; producing a final overall return rate of return was 77.03%. Three types of analyses were conducted on the data. One, a descriptive evaluation of each component of the Sports Commissions profiles identified was conducted. Two, a SCOSS reliability correlation analysis within and between SCOSS components was analyzed. Finally, a comparison between the organizational characteristics and dimensions of organizational structure of Sports Commissions. Responses were also coded into two major groupings: those that represent larger markets, specifically greater than 1 million inhabitants; and those which represent smaller markets, specifically smaller than 700,000 inhabitants. There was no significant difference found in the degrees of centralization, complexity, and formalization for the organizations studied, which signals important considerations regarding the overall status of the organizational structure of Sports Commissions. Finally, important findings and implications related to the organizational characteristics studied was also revealed.