Robert Stein<br />Chief Information Officer<br />Indianapolis Museum of Art<br />rstein@imamuseum.org<br />http://www.imam...
TRUST<br />
The Public’s<br /> Trust is a <br />Delicate <br />Commodity<br />Flickr Credit: ~carowallis1<br />
DISSAPPOINTMENT<br />
GOVERNMENT<br />Flickr Credit: ~wattsbw2004<br />
MARKETS<br />Flickr Credit ~rednuht<br />
ENVIRONMENT<br />Flickr Credit: ~skytruth<br />
BUSINESS<br />Flickr Credit: ~ooitschristina<br />
Transparency<br />
What is Transparency?<br />Trans-par-en-cy:<br />“The full accurate and timelydisclosure of information”<br />-Wall Street...
What is Transparency<br />Not just open sharing of operational performance metrics<br />Questions of who what when where a...
What don’t we share?</li></ul>Valuation of Artworks<br />Detailed pricing on competitive revenues<br />HR / Privacy inform...
Flickr Credit: ~alphageek<br />We seek to paint the perfect picture, but each know our limitations and vulnerabilities…<br />
Trust is broken when our behaviors don’t mirror our public face.<br />
INTEGRITY<br />Flickr Credit: ~b-tal<br />
Flickr Credit: ~ejchang<br />AUTHENTICITY<br />
Transparency:<br />The ongoing discipline of practicing radical authenticity and demonstrating to the public whatever degr...
“It would be easy to say it's too much, that it's too arcane, too detailed, too boring for donors to care about.<br />But ...
METRICS RULE OF THUMB<br />Will this metric change behavior?<br />
Reasons For Transparency<br />The Reputation Economy<br />The Impact on Mission and Performance<br />Organizational Cultur...
The Reputation Economy<br />Reasons for Transparency<br />
REPUTATION<br />“But here's the interesting paradox: The reputation economy creates an incentive to be more open, not less...
REPUTATION<br />“There is no outside world anymore, just a world--one that is blogged, Facebooked, Twittered, and utterly ...
“To view a dashboard primarily as a PR tool is to miss entirely the point of transparency, which is to influence contempor...
Facebook<br />Case Study<br />
privacy<br />Flickr Credit: ~alancleaver<br />
Privacy<br />“So which is it? Does Facebook listen to the rumbling and grumbling of everyday Farmville players as its prim...
Privacy<br />Sharpen The Pitchforks. It’s Almost Time For Facebook’s Privacy Wake-Up Call, TechCrunch.com<br />Judiciary C...
Closer to Home<br />Cleveland Museum of Art<br />Construction versus Art Purchase<br />See Bricks-and-Mortar Morass: Cleve...
The Impact on Mission and Performance<br />Reasons for Transparency<br />
“<br />“I don't think it's entirely a coincidence that, at a time when new media technologies are changing the rules of jo...
NFP’s spend $’s every year defining strategic plans, but very little on defining metrics which can be used to measure succ...
Measuring the <br />Strategic Plan<br />Flickr Credit: ~darrenhester<br />
What Does Success Look Like?<br />“Of course, such systems [dashboards] raise a rather vexing challenge: what, exactly, ar...
What Does Success Look Like?<br />
What Does Success Look Like?<br />“The root of the problem is that there is no longer an agreed-upon method of measuring a...
So How do we pursue Excellence?<br />
Operational <br />Discontinuities <br />are Rare<br />Flickr Credit: ~wheatfields<br />
Continuous Improvement<br /><ul><li>Incremental improvement over time
Popularlized by W. Edwards Deming
Requires benchmarks and measurements by which to achieve success</li></li></ul><li>Dashboards Can Help Set Benchmarks<br /...
Organizational Culture<br />Reasons for Transparency<br />
Once you know what’s important to measure… How do you impart that knowledge to an entire staff?<br />Flickr Credit: ~splor...
How do you make <br />a strategic plan <br />more than just <br />the paper its <br />printed on?<br />
Organizational Impact<br />Kaizen<br />Two ideographs “change” and “wisdom / goodness / virtue”<br />Popularized in Japan ...
Organizational Impact<br />“The organizations that will be truly successful in this environment are those that have integr...
Transparency in Practice<br />IMA’s Dashboard<br />
IMA Dashboard<br />Launch: Sept 2007<br />Goals:<br /><ul><li>Simplicity
Deep Dives
Workflow
Flexibility</li></li></ul><li>
OPEN SOURCE<br />http://code.google.com/p/museum-dashboard/ <br />
DASHBOARD BASICS<br />Since Oct 2007<br />78 Statistics<br />135 Users<br />25,720Visits<br />6 Topics<br />13 Departments...
Dashboard Series:<br />Average Daily Energy Consumption<br />
TAKE THE<br />GOOD<br />WITH THE<br />BAD<br />
AUTOMATION<br />AUTOMATION<br /><ul><li>Keeping statistics up to date can be a lot of hard work.
Automated data is easy to forget about.
Robots make mistakes too!</li></li></ul><li>Integration of Automated Statistics<br />
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A Clear View on Transparency: The How's and Why's of Dashboards for Non-Profits

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This presentation describes why transparency is an important concept for museums and other cultural organizations. It also discusses the efforts of the Indianapolis Museum of Art during the past 3 years to implement a museum dashboard of statistics at http://dashboard.imamuseum.org

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A Clear View on Transparency: The How's and Why's of Dashboards for Non-Profits

  1. 1. Robert Stein<br />Chief Information Officer<br />Indianapolis Museum of Art<br />rstein@imamuseum.org<br />http://www.imamuseum.org <br />@rjstein<br />A Clear View on Transparency<br />The How’s and Why’s of Dashboards for Non-Profits<br />
  2. 2. TRUST<br />
  3. 3. The Public’s<br /> Trust is a <br />Delicate <br />Commodity<br />Flickr Credit: ~carowallis1<br />
  4. 4. DISSAPPOINTMENT<br />
  5. 5. GOVERNMENT<br />Flickr Credit: ~wattsbw2004<br />
  6. 6. MARKETS<br />Flickr Credit ~rednuht<br />
  7. 7. ENVIRONMENT<br />Flickr Credit: ~skytruth<br />
  8. 8. BUSINESS<br />Flickr Credit: ~ooitschristina<br />
  9. 9. Transparency<br />
  10. 10. What is Transparency?<br />Trans-par-en-cy:<br />“The full accurate and timelydisclosure of information”<br />-Wall Street Wordshttp://www.dictionary.com<br />Flickr Credit: ~marcomagrini<br />
  11. 11.
  12. 12. What is Transparency<br />Not just open sharing of operational performance metrics<br />Questions of who what when where and why are hard to answer<br /><ul><li>Rather, what can’t we share and why?
  13. 13. What don’t we share?</li></ul>Valuation of Artworks<br />Detailed pricing on competitive revenues<br />HR / Privacy information<br />
  14. 14. Flickr Credit: ~alphageek<br />We seek to paint the perfect picture, but each know our limitations and vulnerabilities…<br />
  15. 15. Trust is broken when our behaviors don’t mirror our public face.<br />
  16. 16. INTEGRITY<br />Flickr Credit: ~b-tal<br />
  17. 17. Flickr Credit: ~ejchang<br />AUTHENTICITY<br />
  18. 18. Transparency:<br />The ongoing discipline of practicing radical authenticity and demonstrating to the public whatever degree of integrity and operational excellence we possess at the time.<br />Flickr Credit: ~fredarmitage<br />
  19. 19. “It would be easy to say it's too much, that it's too arcane, too detailed, too boring for donors to care about.<br />But remember, one person's boring factoid is another's hobby. Or hobbyhorse. By putting it all out there, the Indianapolis Museum is telling its public that anyone who cares is an insider. Is it possible someone will go ballistic about their electricity use, or their ownership of possibly plundered art? Sure. But it's not likely. And their openness defuses these things -- much more effectively than trying to keep secrets.<br />If the information is too much, nobody will look at it. Even so, the very fact that they're sharing it makes people respect the museum more. And who knows what info-sated donors might choose to do for an organization they feel trusts and respects them?”<br />Jeff Brooks, “Museum opens the books to anyone who cares”, Donor Power Blog, December 3, 2007<br />How Much is Too Much?<br />
  20. 20. METRICS RULE OF THUMB<br />Will this metric change behavior?<br />
  21. 21. Reasons For Transparency<br />The Reputation Economy<br />The Impact on Mission and Performance<br />Organizational Culture<br />
  22. 22. The Reputation Economy<br />Reasons for Transparency<br />
  23. 23. REPUTATION<br />“But here's the interesting paradox: The reputation economy creates an incentive to be more open, not less. Since Internet commentary is inescapable, the only way to influence it is to be part of it. Being transparent, opening up, posting interesting material frequently and often is the only way to amass positive links to yourself and thus to directly influence your Googleable reputation.”<br />“Putting out more evasion or PR puffery won't work, because people will either ignore it and not link to it - or worse, pick the spin apart and enshrine those criticisms high on your Google list of life.”<br />Clive Thompson, “The See-Through CEO”WIRED Magazine - Issue 15.04, March, 2007<br />
  24. 24. REPUTATION<br />“There is no outside world anymore, just a world--one that is blogged, Facebooked, Twittered, and utterly porous. The extent to which we can control our image is directly proportionate to our honesty about ups and downs in a context that we can to some degree define” <br />“To view a dashboard primarily as a PR tool is to miss entirely the point of Transparency, which is to influence contemporary organizations to act with greater responsibility.“<br />Maxwell Anderson The Melvin & Bren Simon Director and CEOIndianapolis Museum of Art<br />
  25. 25. “To view a dashboard primarily as a PR tool is to miss entirely the point of transparency, which is to influence contemporary organ-izations to act with greater responsibility.”<br />-Maxwell Anderson<br />
  26. 26. Facebook<br />Case Study<br />
  27. 27. privacy<br />Flickr Credit: ~alancleaver<br />
  28. 28. Privacy<br />“So which is it? Does Facebook listen to the rumbling and grumbling of everyday Farmville players as its primary strategic compass, or does it do what it as a company thinks is the right thing to do, regardless of users' feelings? Does it measure what the right thing to do is out of commercial concerns or a desire to change the world? Is it in fact trying to change the world, or is it merely reflecting the way the world is already changing? We've heard all these conflicting arguements for months and it's unclear what exactly is going on.”<br />The Half Truths of Mark Zuckerberg, Marshall Kirkpatrick 5/26/2010 ReadWriteWeb.com<br />
  29. 29. Privacy<br />Sharpen The Pitchforks. It’s Almost Time For Facebook’s Privacy Wake-Up Call, TechCrunch.com<br />Judiciary Committee Still Has Questions for FacebookReadWriteWeb.com<br />Photo Courtesy of Facebook<br />
  30. 30.
  31. 31. Closer to Home<br />Cleveland Museum of Art<br />Construction versus Art Purchase<br />See Bricks-and-Mortar Morass: Cleveland Desecrates Donor Intent<br />And Cleveland Museum Hasn’t Tapped Acquisition Funds for Bricks and Mortar (yet)<br />Flickr Credit: ~stuart_spivack<br />
  32. 32. The Impact on Mission and Performance<br />Reasons for Transparency<br />
  33. 33. “<br />“I don't think it's entirely a coincidence that, at a time when new media technologies are changing the rules of journalism, companies are placing a new emphasis on Transparency. Access to, and distribution of, information is being rapidly democratized and smart companies know to get out ahead of this trend. However, as with many corporate buzzwords (e.g., "quality" and "innovation"), the concept is suffering from inflation as too many companies claim "Transparency" as part of their identity without really walking the talk.”<br />Mark Hannah, “Transparency as a Principle not a Tactic”PBS.org, January 7, 2009<br />
  34. 34. NFP’s spend $’s every year defining strategic plans, but very little on defining metrics which can be used to measure success or failure.<br />
  35. 35. Measuring the <br />Strategic Plan<br />Flickr Credit: ~darrenhester<br />
  36. 36. What Does Success Look Like?<br />“Of course, such systems [dashboards] raise a rather vexing challenge: what, exactly, are the few key indicators you would need to watch to monitor your success? It's this question that actually proves to be more effective than the dashboard tool itself. To know what you should monitor, you need to know what you're trying to do, and you also have to define what success looks like (more people? happier people? more art? better reviews? prolific artists?).”<br />Andrew Taylor, “Keeping an Eye on Dashboards”, The Artful Manager Blog, October 20, 2006,. <br />
  37. 37. What Does Success Look Like?<br />
  38. 38. What Does Success Look Like?<br />“The root of the problem is that there is no longer an agreed-upon method of measuring achievement… While many challenges beset art museum leaders today, finding a way to measure performance is accordingly among the field’s most urgent… Without generally accepted metrics, arts organizations will have more and more trouble making a case for themselves.” <br />Maxwell L. Anderson, “Metrics of Success in Art Museums”, Getty Leadership Institute (2004),.<br />
  39. 39. So How do we pursue Excellence?<br />
  40. 40. Operational <br />Discontinuities <br />are Rare<br />Flickr Credit: ~wheatfields<br />
  41. 41. Continuous Improvement<br /><ul><li>Incremental improvement over time
  42. 42. Popularlized by W. Edwards Deming
  43. 43. Requires benchmarks and measurements by which to achieve success</li></li></ul><li>Dashboards Can Help Set Benchmarks<br />“Thus, benchmarking has many direct and indirect benefits: increasing the impact of mission-related activities, raising internal standards, improving performance, attracting more funding, uncovering (and fixing) hidden weaknesses, and overall, improving the public face of the organization.”<br />Jason SaulBenchmarking for nonprofits: how to measure, manage, and improve performanceFieldstone Alliance, 2004, pg 12.<br />
  44. 44. Organizational Culture<br />Reasons for Transparency<br />
  45. 45. Once you know what’s important to measure… How do you impart that knowledge to an entire staff?<br />Flickr Credit: ~splorp<br />
  46. 46. How do you make <br />a strategic plan <br />more than just <br />the paper its <br />printed on?<br />
  47. 47. Organizational Impact<br />Kaizen<br />Two ideographs “change” and “wisdom / goodness / virtue”<br />Popularized in Japan after WWII<br />Used famously at Toyota to identify many small changes that together represented a huge improvement in quality.<br />
  48. 48. Organizational Impact<br />“The organizations that will be truly successful in this environment are those that have integrated Transparency as part of their organizational culture and not just their communications strategy. To the extent that the two are inter-related, the communications strategist has a substantial role to play here.”<br />Transparency as a Principle not a Tactic Mark Hannah PBS.org, January 7, 2009<br />
  49. 49. Transparency in Practice<br />IMA’s Dashboard<br />
  50. 50. IMA Dashboard<br />Launch: Sept 2007<br />Goals:<br /><ul><li>Simplicity
  51. 51. Deep Dives
  52. 52. Workflow
  53. 53. Flexibility</li></li></ul><li>
  54. 54. OPEN SOURCE<br />http://code.google.com/p/museum-dashboard/ <br />
  55. 55. DASHBOARD BASICS<br />Since Oct 2007<br />78 Statistics<br />135 Users<br />25,720Visits<br />6 Topics<br />13 Departments<br />
  56. 56. Dashboard Series:<br />Average Daily Energy Consumption<br />
  57. 57. TAKE THE<br />GOOD<br />WITH THE<br />BAD<br />
  58. 58.
  59. 59. AUTOMATION<br />AUTOMATION<br /><ul><li>Keeping statistics up to date can be a lot of hard work.
  60. 60. Automated data is easy to forget about.
  61. 61. Robots make mistakes too!</li></li></ul><li>Integration of Automated Statistics<br />
  62. 62. Topics: <br />Dynamically Defined Collections of Statistics<br />
  63. 63. Simplified Editing and Updates<br />
  64. 64. Monitoring of Update <br />Frequency and Expiration<br />
  65. 65. Guidelines for Dashboards<br />Choose a few key metrics<br />Identify and Share areas for Improvement<br />Simplify the Presentation<br />Involve Staff<br />Explain Your Reasoning<br />Describe how you measure<br />Participate in Creating Open Standards<br />
  66. 66. Thank You!<br />Questions?<br />

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