A six-day learning opportunity from the University of
Victoria, BC Canada
Museums, galleries, heritage agencies and other cultural organizations are being held to account for a range of diverse, but interrelated social, educational, curatorial, and operational outcomes. This new six-day immersion learning opportunity explores the nature and scope of institutional accountability, along with practical ways in which museum, arts, and cultural leaders and professionals can integrate performance measures to enhance all aspects of organizational effectiveness.
Performance measurement design and application is explored through a comprehensive review of "best practices" from industry, government, NGOs, and the non-profit sectors with emphasis on arts and cultural organizations. Based in forward thinking about organizational architecture, the "balanced scorecard", and integral leadership practices, you will be exposed to a variety of frameworks for thinking about organizational and performance measurement systems that strengthen your understanding of and capacity to:
Dates: October 17-22, 2005 with preparatory assignment
Location:
Register at https://www.uvcs.uvic.ca/forms/crm/online_reg.aspx
before September 17. Please note late registrations will be accepted should
space permit.
Fee: $590, including a $40 materials fee (Canadian funds, credit and non-credit participation options)
Instructors: Paul Richard and
Paul Richard
has over twenty-seven years experience in museum and non-profit planning and
administration.
Paul
was a founding member and president of the Youth Museum Exhibit Collaborative
that developed nearly thirty traveling exhibitions for leading children's
museums. He was Vice President for Exhibitions and Programs and Executive Vice
President of The Children's
Larry
holds a Doctorate and MBA from
Day 1: What's So? The Big Picture
Welcome and Introduction
Measurement theory- Balanced Scorecard: 360-degree thinking, business,
government, education, and assessment rubrics
The non-profit sector, trends in measurement and assessment, outcome based
assessment, eco-system thinking; internal and external measurement
Measurement strategy and leadership, institutional advancement/ decision
making/ investment
Day 2: What's So? Community in Action
Action assignments: Small teams visit the community
Debrief community visits: What do "they" measure? What do you
currently measure?
Day 3: So What? Perceptions of Success
Case Study One: best practices; customer service, stakeholder perception, peer
perception
Indicators of success: categories of measurement, critical success factors
Nuts and bolts; best practices: organizational structure and measurement
Organizational structure, buy in, shared responsibilities
Day: 4 Now What? Shaping a measurement program for
my organization
Discuss pre-assigned readings
Document
major learnings and findings
Writing assignment framework and discussion
Day: 5 Now What? Continued
Writing/planning Workshop: You draft measurement systems for your own
organization
Share draft systems with peers: peer critique
Day: 6 Now What? Continued
Measuring measurement systems
Adjustments to individual organizational plans
Obstacles and barriers: barrier-breaking thinking
Letters to self: resolve to put individual plans into practice
For more information visit http://www.uvcs.uvic.ca/crmp/courses/ha488h.aspx
or contact:
Cultural Resource Management Programs
Division of Continuing Studies,
E-mail
Tel: (250) 721-6119
For more information on upcoming courses please visit our
web site www.uvcs.uvic.ca/crmp