Performance Management in Museums

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Presentation to the SYNTHESIS working group at the Natural History Museum on the challenges of creating effective performance management frameworks for museums.

Published in: Business, Technology

Performance Management in Museums

  1. 1. Tracking performance across the Museum Nick Poole, CEO, Collections Trust
  2. 2. Why track performance? <ul><li>Creating a culture of continuous improvement </li></ul><ul><li>Strategic resource planning/management </li></ul><ul><li>Identifying and mitigating risk on current activity </li></ul><ul><li>Informing future development </li></ul><ul><li>Evidencing Return on Investment </li></ul><ul><li>Demonstrating value and supporting cost/benefits </li></ul><ul><li>‘ What gets measured, gets managed’ </li></ul>
  3. 3. Strategic Management <ul><li>About developing integrated and holistic management methodologies and indicators which support: </li></ul><ul><ul><li>The delivery and evidencing of public value </li></ul></ul><ul><ul><li>The need for accountability </li></ul></ul><ul><ul><li>Organisational resilience (resource management) </li></ul></ul><ul><ul><li>Collections sustainability </li></ul></ul>
  4. 4. Conceptual model of an organisation People use systems to implement processes which generate information. It is an holistic view – each of these elements acts on the other. Efficiency comes when they exist in balance. Value comes when they are motivated towards an external purpose. Sustainability comes when they can adapt in response to emergent needs.
  5. 5. Conceptual model of museum functions Museums have traditionally been presented as a balance between access and preservation. This misses both the emergent/ dynamic nature of what we do, and the intellectual capital which is generated. Cultural value emerges from the interaction of caring for material, acquiring and developing collections, promoting their use and developing new knowledge from them.
  6. 6. Putting it together
  7. 7. Putting it together Users Politics Funding Culture
  8. 8. Putting it together Organisation’s Mission Statement Users Politics Funding Culture
  9. 9. Putting it together Organisation’s Mission Statement Collections Management Policy Users Politics Funding Culture
  10. 10. Putting it together Organisation’s Mission Statement Collections Management Policy Care Use Learn Develop Users Politics Funding Culture
  11. 11. Putting it together Organisation’s Mission Statement Collections Management Policy Care Use Learn Develop Users Politics Funding Culture People Processes Systems Info
  12. 12. Putting it together Organisation’s Mission Statement Collections Management Policy Care Use Learn Develop Users Politics Funding Culture People Processes Systems Info Evaluation & improvement
  13. 13. Putting it together Organisation’s Mission Statement Collections Management Policy Care Use Learn Develop Users Politics Funding Culture People Processes Systems Info Evaluation & improvement Rich, meaningful experiences for users
  14. 14. A management framework Organisation’s Mission Statement Collections Management Policy Care Use Learn Develop Users Politics Funding Culture People Processes Systems Info Evaluation & improvement Rich, meaningful experiences for users External performance measures Internal performance culture Integrated performance measures Impact/value/qualitative indicators Efficiency/quantitative indicators Management indicators External impact/value indicators
  15. 15. Models adopted by museums <ul><li>Use indicators (quantitative data on loans) </li></ul><ul><li>Balanced scorecards </li></ul><ul><li>Value/impact indicators for specific activities (learning, outreach) </li></ul><ul><li>Quantitative indicators for specific activities (web stats) </li></ul><ul><li>Footfall </li></ul><ul><li>CPA2005 Local Authority Performance Indicators </li></ul><ul><li>DCMS Key Performance Indicators </li></ul><ul><li>Significance assessment </li></ul><ul><li>‘ Advocacy’ indicators (eg. NMDC ‘Museums Deliver’) </li></ul>
  16. 16. CPA 2005 Indicators <ul><li>Incorporation of museums into Local Authority performance assessment – indicators: </li></ul><ul><ul><li>Volunteers (quantitative) </li></ul></ul><ul><ul><li>Participation by priority groups (quantitative & qualitative) </li></ul></ul><ul><ul><li>Participation – online access (quantitative) </li></ul></ul><ul><ul><li>Learning (quantitative & qualitative) </li></ul></ul><ul><ul><li>Satisfaction (qualitative) </li></ul></ul><ul><ul><li>Value for Money (cost per user) </li></ul></ul><ul><ul><li>Accreditation (assessment) </li></ul></ul>
  17. 17. DCMS KPI <ul><li>Performance monitoring of DCMS sponsored bodies: </li></ul><ul><ul><li>Access (visitor statistics incl. online) </li></ul></ul><ul><ul><li>Audience Profile (socio-economic & demographic) </li></ul></ul><ul><ul><li>Learning & Outreach (quantitative by profile) </li></ul></ul><ul><ul><li>Visitor Satisfaction (% of visitors who would recommend) </li></ul></ul><ul><ul><li>Income Generation (proportion of income by source) </li></ul></ul><ul><ul><li>Regional Engagement (distribution of loan agreements) </li></ul></ul>
  18. 18. Conclusions <ul><li>No single coherent approach to performance measurement </li></ul><ul><li>Performance frameworks need to be proportionate to the scale and complexity of the organisation </li></ul><ul><li>Combination of ‘soft’ qualitative and ‘hard’ quantitative indicators </li></ul><ul><li>Increased emphasis on public value/social return on investment </li></ul><ul><li>Tension between ‘honest’ performance reporting and ‘advocacy’ stats – internal and externally-facing frameworks </li></ul><ul><li>Dealing with increasingly diverse delivery models and business activities </li></ul>
  19. 19. <ul><li>Nick Poole </li></ul><ul><li>CEO </li></ul><ul><li>Collections Trust </li></ul><ul><li>http://www.collectionstrust.org.uk </li></ul><ul><li>http://www.collectionslink.org.uk </li></ul><ul><li>@NickPoole1 </li></ul><ul><li>Thankyou! </li></ul>

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