Measuring the Performance of Cultural Festivals: A Socio-Cultural Balanced Scorecard Model

By:
Mr Mark Nizette
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With the growth of globalization comes an increasing threat to cultural diversity and the sustainability of local indigenous cultures and their societies. Cultural festivals and heritage institutions play a crucial role in the transmission of local traditions and are therefore vital for the preservation of society and culture.

But how do we know how effective festivals and institutions are in carrying out this work; how do we know how well they are performing? Although pperformance management is becoming increasingly necessary for public institutions in order to demonstrate transparency and accountability to their governments, donors and communities, in the area of cultural heritage management few such models exist, and particularly for developing countries this aspect of management is extremely underdeveloped.

Most existing models of performance management have been developed to suit Western democratic societal values, and are inadequate and inappropriate for use with the different cultural values found in developing countries.

This paper describes the development of a socio-cultural performance model based on the balanced scorecard approach, with specific flexibility for use in diverse cultural environments and accommodating a wide variety of cultural values.

The model assesses four aspects of performance, financial, environmental, cultural and societal and describes the development of a matrix of performance indicators and targets, along with a weighting and scoring system for evaluation.

The benefits of this model are readily apparent:

• The number, definitions and weightings of the core categories are adaptable to accommodate cultural needs;

• The number of indicators per category are unrestricted, and are designed to accommodate stakeholder needs and expectations;

• Targets are set by the stakeholders and can be exceeded to reflect better than expected performance in addition to poor performance, and

• Results are readily illustrated for quick and effective interpretation of the data.


Keywords: Performance Management, Balanced Scorecard, Culture, Society, Preservation, Cultural Festivals
Stream: Cultural Sustainability
Presentation Type: Paper Presentation in English
Paper: Measuring the Performance of Cultural Festivals


Mr Mark Nizette

Visiting Fellow, UNESCO Centre at the Australian National University, Australian National University
Australia

Mr Mark Nizette has a Master’s degree in cultural heritage management and a BA (honours) in archaeology, and has worked in cultural heritage management for over 25 years as a manager, conservator, university lecturer and workshop facilitator. He has developed and delivered heritage management workshops and seminars to key cultural professionals throughout the Asia/Pacific region. He was an Senior Executive in the Australian Department of Finance for a number of years, and understands the importance of good governance and accountability in public institutions.

Mark Nizette joined the UNESCO Centre at the Australian National University to carry out research into the development of management expertise in cultural heritage institutions in developing countries. He is extracting core values from “western” models of public management and evaluating their applicability for use in cultural centres in the Pacific and South East Asia. In conjunction with the Secretariat of Pacific Communities he is developing training for the Board of Directors of the Pacific Islands Museums Association to develop management frameworks for their use.

In addition, Mr Nizette is exploring the philosophical and practical issues arising from the preservation of the world’s intangible cultural heritage.


Ref: S06P0356