Upload
amos-ramsey
View
214
Download
0
Tags:
Embed Size (px)
Citation preview
1
The balanced scorecard of Cultural Affairs
for the years 2005 - 2008
DRAFT
2
Strategic focal area
WELL-BEING AND QUALITY OF LIFE
Critical success factor
1.1.1. Culture enhances well-beingEvaluation criteria
Increasing the number of people actively attending cultural events
Increasing the number of culture activists (people actively producing culture)
Increasing the number of people visiting cultural institutions
Target level 2006
Proportion of active visitors 65%
Proportion of culture activists 47%
Library 1,700,000
Other institutions total 656,000
Target level 2009
Proportion of active visitors 69%
Proportion of culture activists 50%
2,100,00
670,000
The critical success factor of Turku Strategy:
1.1. A living and creative city of culture
1. Social effects
DRAFT
3
Strategic focal area
WELL-BEING AND QUALITY OF LIFE
Critical success factor
1.1.2. The cultural image of Turku is strengtheningEvaluation criteria
Regular and positive visibility in the national media
A convincing and multifaceted application for European Capital of Culture, supporting the objectives of Turku’s cultural life
Cultural actors of Turku are considered attractive co-operation partners
Target level 2006
Defining the indicator that illustrates the number of hits as well as defining the target levels for the coming years
Committed actions that support the application; starting the implementation of the plan
Each institution visits/is invited somewhere at least once a year
Target level 2009
The indicator with target levels in operation
Implementation of the plan well under way
Each institution is invited somewhere at least twice a year
The critical success factor of Turku Strategy :
1.1. A living and creative city of culture
1. Social effects
DRAFT
4
Strategic focal area
WELL-BEING AND QUALITY OF LIFE
Critical success actor
2.1.1. Culture reaches children, young people and families Evaluation criteria
Participation of children and young people, social networks
A wide variety of cultural events is produced for children; the supply is well co-ordinated and joint marketing is effective
Target level 2006
Participation in organisations and clubs 61%
2,300 events
Increasing the recognition of the culture path and development of operations, planning of ”special paths” commences
Preparing new products for families with children; each institution provides one new product annually
Different actors meet regularly, exchanging information and intensifying the planning
Target level 2009
64%
2,700 events
All schools and grades have been reached; results have been assessed and operations developed further
Every institution provides a new product on an annual basis (renewal)
Planning and implementation of actions is well co-ordinated and joint marketing is effective
Critical success factor of Turku Strategy:
2.1. Work for the well-being of children, young people and families with children
2. Customer management and service capacityDRAFT
5
Strategic focal area
WELL-BEING AND QUALITY OF LIFE
Critical success factor2.2.1. Diversifying and increasing the clientele
Evaluation criteria
A culture card for people living in Turku (volume)
Acquiring new customer groups
Integration of people moving to Turku
Attending to regular customers (by institution)
Target level 2006
Launch
Mapping of present customer groups
Administrative bodies as new customer groups; mapping of present situation and needs for 2006-07
Business life as a user of cultural services; mapping for 2006 and tailoring of products
Inviting people who have moved to Turku to visit cultural institutions.
Creating a programme for regular customers by institution, at least for one institution annually
Target level 2009
Frequent and versatile use of the culture card of Turku
Customer groups defined and recognised, new groups acquired
Administrative bodies are actively using cultural services
Business life is actively using cultural services
Acquainting people moving to Turku with cultural services is part of the normal routine
The regular customers programme is in operation in all institutions
Critical success factor of Turku Strategy:
2.2. Health promotion and promotion of freedom from obstacles, support for life control and individual activity
2. Customer management and service capacityDRAFT
6
Strategic focal area
WELL-BEING AND QUALITY OF LIFE
Critical success factor
2.3.1. Increasing customer satisfactionEvaluation criteria
Collecting customer feedback, follow-up of results, improving the operations
Improving the quality of services by providing sufficient personnel resources for the core tasks
Taking customers’ wishes into account in provision of services
Target level 2006
Customer feedback system defined, indicators and follow-up schedule defined, and goals set
A plan for making temporary jobs in basic services permanent
Institution-specific definition and basic evaluation of products has been completed
Convening the first customer committee
Target level 2009
Utilised by all institutions
The competent and motivated staff of all the cultural institutions of Turku guarantees high-quality services
Continuous renewal of products as per demand
Customer committee in regular operation, in contact with the production
Critical success factor of Turku Strategy:
2.3. Services based on the customers’ needs and development of co-operation
2. Customer management and service capacityDRAFT
7
Strategic focal area
WELL-BEING AND QUALITY OF LIFE
Critical success factor
2.3.2. Comprehensive supply of cultural servicesEvaluation criteria
Own productions form the basis for the City’s cultural production and services
The cultural services provided by the City are supplemented by productions of artists receiving scholarships
Guaranteeing balanced distribution of major productions between different art forms from year to year
Services (expertise, premises) available to inhabitants and administrative bodies
Development of information service
Target level 2006
The number of exhibitions, events, plays, concerts by institution collected together; opening hours of the library
Established receivers of scholarships: amount and number
Alternating receivers of scholarships: amount and number
New, experimental productions and culture forms: amount and number
A production policy programme is drawn up for a minimum of five years ahead (the City’s own programmes and others where possible)
Statements, rentals (museum, orchestra, cultural centre) by institution collected together
Development of equipment
Target level 2009
To be defined
To be defined
To be defined
To be defined
Planning and production according to the programme
To be defined
Joint memory portal under construction
Critical success factor of Turku Strategy:
2.3. Services based on the customers’ needs and development of co-operation
2. Customer management and service capacityDRAFT
8
Strategic focal area
WELL-BEING AND QUALITY OF LIFE
Critical success factor2.3.3. Joint information and marketing is increased and intensified
Evaluation criteria
Intensifying joint marketing of cultural products
Expertise ring of information officers /marketing staff of the institutions
Target level 2006
Drawing up a joint communications and marketing plan
Developing joint marketing of the whole cultural field
Capital of Culture image marketing in co-operation with the Project 2011
Development of joint marketing with TurkuTouring; the first packages are implemented
Starting the operations
Target level 2009
Functioning and efficient joint marketing of culture throughout the year; Turku’s recognition as a cultural city has strengthened
Marketing Turku as a culture tour destination brings culture enthusiasts to the city
Expertise ring is operating regularly
An information officer employed by each institution by 2007
Critical success factor of Turku Strategy:
2.3. Services based on the customers’ needs and development of co-operation
2. Customer management and service capacityDRAFT
9
Strategic focal area
VITALITY THROUGH EDUCATION, COMPETENCE AND ENTREPRENEURSHIP
Critical success factor2.4.1. Supporting cultural entrepreneurs and professionals
Evaluation criteria
Better supply of premises for working, exhibitions and performances
Offering forums for producers of cultural services
Co-operation with ArsNet and other actors
Target level 2006
Project plan for cultural quarters and a service centre for museums
Commencing the planning of the use of existing premises owned by the city
Proposal for workspace for artists in different fields
Mapping of premises and their use is carried out
Finding out about possible solutions
Target level 2009
Cultural quarters and service centre for museums being implemented
Efficient utilisation of premises owned by the City (schools, libraries, youth centres)
Improvement of workspaces well under way
New kinds of operations in use; the offered premises are in frequent use
The threshold to buy works of art has lowered
Critical success factor of Turku Strategy:
2.4. Further development of trade and industry and support to top fields
2. Customer management and service capacityDRAFT
10
Strategic focal area
COMPETITIVENESS AND SUSTAINABLE DEVELOPMENT
Critical success factor
3.1.1. Moving to a healthy net economy Evaluation criteria
Realistic income goals and expenditure estimate based on expenses
Cost-awareness to be improved
Correct pricing of expert services (selling one’s own work)
Target level 2006
Balanced budget for all departments
Cost-awareness of production designers is improved
Setting the timing of productions planning
Checking what is produced and what must be paid for
Target level 2009
Balanced budget is a regular practice
Cost-awareness under control, which can be seen in productivity
Correct pricing of services
Critical success factor of Turku Strategy:
3.1. Efficient work based on the citizens’ needs, a balanced economy
3. Economy
DRAFT
11
Strategic focal area
COMPETITIVENESS AND SUSTAINABLE DEVELOPMENT
Critical success factor3.1.2. Efficient and profitable allocation of resources
Evaluation criteria
The staff understands the objectives of the strategy (the vision, prioritisation related to strategy work etc.)
Joint use of resources (persons, premises, equipment, know-how) increases
Investigating the possibilities to outsource services
Target level 2006
Starting a training project that aims at awareness of strategy work
Mapping of the possibilities
Starting the mapping of possibilities to outsource services
Target level 2009
The staff knows strategy work and prioritisation well.
Joint use of resources in operation
Some services have been outsourced
Critical success factor of Turku Strategy:
3.1. Efficient work based on the citizens’ needs, a balanced economy
3. Economy
DRAFT
12
Strategic focal area
COMPETITIVENESS AND SUSTAINABLE DEVELOPMENT
Critical success factor
3.1.3. Strengthening the economic basisEvaluation criteria
Systematic search for new financial models
Uniform directions and co-ordinated acquisition of sponsors
Sufficient resources for basic functions
Annual increase of the level of the grant until 2011
Target level 2006
Acquiring information, starting training and joint mapping of co-operation partners
Directions are prepared and co-ordination is completed
The first increase included in the budget for 2006
Starting operations for moving all state subsidies to cultural institutions
Target level 2009
New financial models in use; this can be seen as better opportunities for operation
Each institution co-operates with enterprises thus enabling special productions
Sufficient resources allocated to basic functions
All state subsidies to the Cultural Affairs department without decreasing the financing provided by the City
Critical success factor of Turku Strategy:
3.1. Efficient work based on the citizens’ needs, a balanced economy
3. Economy
DRAFT
13
Strategic focal area
VITALITY THROUGH EDUCATION, COMPETENCE AND ENTREPRENEURSHIP
Critical success factor4.1.1. Increasing productivity through competence
Evaluation criteria
Increasing preparedness to obtain financing and plan the actions in a cost-effective manner
Development of know-how in marketing and branding
Offering training for other culture producers
Target level 2006
A joint training project for the representatives of institutions is commenced
A joint training project for the representatives of institutions is commenced
Other culture producers are also participating in the training organised
Target level 2009
Skills have improved, which can be seen as better opportunities for action
Know-how in marketing and branding has increased, which can be seen as increased demand
Other culture producers are also participating in the training organised
Critical success factor of Turku Strategy:
4.1. Creative high-quality education
4. Competence, renewal and working capacity
DRAFT
14
Strategic focal area
VITALITY THROUGH EDUCATION, COMPETENCE AND ENTREPRENEURSHIP
Critical success factor4.1.2. Cultural Affairs department is a competitive employer
Evaluation criteria
The staff’s coping at work and motivation are taken care of
Creating a pleasant working environment and atmosphere
Target level 2006
Starting a project to learn to make strategic choices, to prioritise and to reduce tasks
Raising the salary level to be commenced
Offering the staff the opportunity to learn new things and encouraging them to participate in training and study trips
The joint activities for working capacity maintenance of the Cultural Affairs department are implemented
Internal communication is improved
Target level 2009
Balance between tasks and personnel resources
Moving towards a competitive salary level
The staff is capable and eager to learn new things and seek influences
The joint activities for working capacity maintenance are active
Internal communication has improved
Critical success factor of Turku Strategy:
4.1. Creative high-quality education
4. Competence, renewal and working capacity
DRAFT
15
Strategic focal area
VITALITY THROUGH EDUCATION, COMPETENCE AND ENTREPRENEURSHIP
Critical success factor4.2.1. Productive co-operation with universities and polytechnics
Evaluation criteria
Increasing co-operation in research and production
Planning and implementation of joint educational projects
Target level 2006
Starting mapping of co-operation, finding out about needs for and interest in research
Content co-operation in cultural productions, at least one project started
At least one joint educational project planned/implemented
Offering students opportunities for practical training
Target level 2009
Systematic co-operation has increased
One project is started annually
At least one joint educational project annually
Cultural Affairs department is an attractive place for practical training
Critical success factor of Turku Strategy :
4.2. Co-operation with universities and companies supports innovation
4. Competence, renewal and working capacity
DRAFT
16
Strategic focal area
COMPETITIVENESS AND SUSTAINABLE DEVELOPMENT
Critical success factor
4.3.1. Creating active international contactsEvaluation criteria
Active co-operation with Baltic Sea cities (UBC), Eurocities and twin cities as well as international co-operation by special field
The project ”Turku is seen in the rest of Europe 2011” to be implemented through a network of twin cities and other co-operation partners
Target level 2006
Mapping of the networks by institution and activating the contacts
Active ”awareness” of international project ideas and seeking financing for starting up the projects
The project is commenced; a plan is made for each art form until 2011
Target level 2009
The active co-operation network is in operation and brings added value to cultural productions
The cultural network of Turku is seen in Europe by art form
Critical success factor of Turku Strategy:
4.3. Notable international actor, great influence on the development of the Baltic Sea area
4. Competence, renewal and working capacity
DRAFT
17
Strategic focal area
WELL-BEING AND QUALITY OF LIFE
Critical success factor5.1.1. Developing the operations and processes of the Cultural Affairs and institutions
Evaluation criteria
Utilisation of the cultural mapping of the Turku 2011 project in reviving the operations
Re-evaluation, development and improvement of the City’s own cultural institutions, based on evaluation
New indicators are developed for production
Target level 2006
Analysis and evaluation of the first round of the cultural mapping carried out and development actions started
Re-evaluation of action and co-operating models (e.g. CAF) in 2006 and development of new operating models started in 2007
Creation of a functioning infrastructure is commenced
Branding of services is developed
Work commences, familiarisation with LiikuntaVertti
Target level 2009
Cultural mapping continues and is deepened on an annual basis, aiming at deepening co-operation in the whole cultural field
Operating and co-operating models have been developed and taken into use; the work continues
Well under way towards a functioning infrastructure
Services have been thoroughly branded
New indicators for production in use
Critical success factor of Turku Strategy:
5.1. A living and creative city of culture
5. Processes and structures
DRAFT
18
Strategic focal area
WELL-BEING AND QUALITY OF LIFE
Critical success factor5.1.2. Increasing co-operation in Cultural Affairs and with external actors
Evaluation criteria
Creating the cultural string of pearls along the River Aura (co-operation project of all cultural actors of the City) up to Lieto
Information/marketing officers of different institutions and producers of events form the co-operating bodies
Consultative committees of different forms of culture are set up (following the concept of the consultative committee of the museums of Turku)
Common exhibition and production policy programme for Cultural Affairs and external actors; co-ordination of who does what and when
Target level 2006
Capital of Culture 2011 plan is finished and the implementation of the ”cultural string of pearls” commences
The Cultural Affairs intranet is developed and taken into use
Annual schedule; visual arts, theatre, music
Practices are formed along with the consultative committees
Target level 2009
The forming of the cultural string of pearls is in full swing
Critical success factor of Turku Strategy:
5.1. A living and creative city of culture
5. Processes and structures
DRAFT
19
Strategic focal area
WELL-BEING AND QUALITY OF LIFE
Critical success factor5.1.3. Increasing and simplifying cross-administrative co-operation and flow of information
Evaluation criteria
Clarifying the role of Cultural Affairs in the City’s organisation
Recognition of the significance of culture in all administrative bodies, utilising the 2011 cross-administrative work group
Target level 2006
Clarifying of subsidies operations commenced
Statements on cultural issues are requested from the Cultural Board; this practice has been started
Regular contacts with different administrative bodies, enhancing ”culture-awareness”
Joint projects with different administrative bodies Teaching and education – cultural education, Workers’ Institute, Social and health services – cultural experiences for customers, Cultural services provided by the City – part of activities for working capacity maintenance, Sports and Outdoor activities – Cultural String of Pearls (cultural orienteering) and well-being, TurkuTouring – marketing co-operation, Youth work – the young as consumers of cultural services
Target level 2009
The role of Cultural Affairs is clear
Statements on cultural questions are requested from the Cultural Affairs department
”Culture-awareness” of the administrative bodies has increased
Culture is actively used as a means in different administrative bodies
Critical success factor of Turku Strategy:
5.1. A creative and living city of culture
5. Processes and structures
DRAFT
20
Strategic focal area
COMPETITIVENESS AND SUSTAINABLE DEVELOPMENT
Critical success factor5.2.1. Guaranteeing a stimulating, pleasant and multifaceted urban environment
Evaluation criteria
Taking good care of the cultural environment
Culture is seen in the streets of Turku, in the city-centre and in suburban areas: schools, local libraries, youth centres, local sports grounds and halls, open spaces
Target level 2006
Follow-up and evaluation of the efficacy of the care in accordance with the Efektia questionnaire
Participation in the operations of the cityscape consultative committee and the administrative committee of public works of art
The working group commences planning
Target level 2009
Follow-up and evaluation of the efficacy of the care in progress
Participation in the operations of the cityscape consultative committee and the administrative committee of public works of art
A wide variety of cultural services are offered in different locations and in the street, culture cannot be avoided, people miss it and look for it
Critical success factor of Turku Strategy:
5.2. A city structure that supports sustainable development and well-being
5. Processes and structures
DRAFT
21
Strategic focal area
COMPETITIVENESS AND SUSTAINABLE DEVELOPMENT
Critical success factor5.3.1. Active participation in provincial and national projects
Evaluation criteria
Developing the provincial role of the city’s own institutions on a reciprocal basis
Co-operation with the provincial arts council will be intensified
Active work at the national level, supervision of interests
Target level 2006
Evaluation of the role and updating of the strategy by institution, searching projects with the neighbouring cities
Joint marketing of the regional culture
Meetings and exchange of information between the neighbouring towns
Active participation in national (development etc.) projects
Target level 2009
Active provincial interaction in the cultural field in progress, cultural services are utilised on a reciprocal basis
Active cross-use of cultural services of the region
Information flows between the cultural actors of the region, making the operations more effective
Active participation in several national projects
Critical success factor of Turku Strategy:
5.3. Regional co-operation leader, active safeguarding of interests
5. Processes and structures
DRAFT
22
Strategic focal area
COMPETITIVENESS AND SUSTAINABLE DEVELOPMENT
Critical success factor5.4.1. Preservation of the cultural environment and property and development of the care thereof
Evaluation criteria
Co-ordination and development of the manmade landscape and care of the museum collections
Drawing up and defining the implementation plan for the service centre
Target level 2006
Joint data management of the art collections commences
The division of duties concerning the documentation of the manmade landscape is clarified
Basic products of the service centre defined
Mapping of resources completed
Target level 2009
Joint data management of the art collections in progress
Clear division of duties concerning the documentation of the manmade landscape
Basic functions of the service centre have started well and the resources have been allocated
Critical success factor of Turku Strategy:
5.4. Responsible climate and environment policy
5. Processes and structures
DRAFT