National Library of Australia Staff Papers, 2008

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Defining and Measuring Performance in the Cultural Sector

Brenda Gifford, Helen Sartori, Rebecca Penna, Sally D'Addio

Abstract


As part of the CMDP 2008 program the project proposal put forward by the program sponsor, Ruth Patterson from the National Portrait Gallery was entitled “Are we speaking the same language – defining and measuring performance in the cultural sector”.

This proposal focussed on what, when and how we measure performance within cultural institutions and whether these measures are able to be benchmarked – is it possible to
speak the same language? Following subsequent discussions between the project team and project sponsor, it was agreed that the scope of the project would be extended to also cover investigation of additional quality measures such as long-term social benefit or impact measures.

The principle aims of the project were to:
1. Increase understanding and transparency of how cultural institutions measure performance;
2. Determine material benefits of benchmarking key performance measures across cultural institutions;
3. Identify within cultural institutions areas of potential performance measurements in relation to the social benefits and the feasibility of reporting these benefits/impacts;
4. Enable team members to develop skills to be effective at level and ready for higher management and leadership roles

The first stage of the project centred on reviewing current literature in relation to performance measurement within the cultural sector. This section was divided into three parts:
- First a review of the work currently being undertaken by the ABS in relation to performance management within the cultural sector;
- Second, a review of existing statistics being collected across peak bodies or ‘like’ cultural institutions; and
- Third, a review of existing literature in relation to attempts to measure social benefits/impacts across the cultural sector.

The second stage involved drawing together these reviews to identify and determine the feasibility and benefits of benchmarking key performance measures across cultural
institutions and whether it was possible to include additional social benefit/impact measures within existing reporting frameworks.

Cultural Management Development Program Report


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