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Subject: Course on metrics in management

Course on metrics in management

From: Lisa Mort-Putland <lmort-putland<-a>
Date: Thursday, July 14, 2005
Performance Measures
A six-day learning opportunity from the University of Victoria

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 course 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

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:

    *   address the benefits and impacts that performance
        measurement has on organizational change and advancement

    *   focus on strategic outcomes, inclusive of leadership,
        employees and influential stakeholders

    *   leverage opportunities for advancement and organizational

    *   develop measurement rubrics and processes specifically
        designed for your programs and activities.

Dates: October 17-22, 2005 with preparatory assignment

Register at <>
before September 17, 2005. 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 Larry Lad

    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 Museum of Indianapolis, the leader
    in its field, where among other executive and administrative
    leadership responsibilities he led the exhibition and program
    development team and produced scores of exhibition experiences
    regarded as some of the finest and most innovative in the field.

    Larry Lad is Associate Professor of Management in the College of
    Business Administration at Butler University. Previously, he
    served as Associate Director of Executive Education and
    Assistant Professor of Management at Indiana University. He
    teaches MBA and undergraduate courses in Strategy, Leadership,
    and Ethical Decision-Making including a current assignment in
    International Strategy in the EMBA in Agribusiness at Purdue
    University. Larry has won five teaching awards. He has taught in
    Executive Education Programs for Indiana, Purdue, Louisiana
    State, and Harvard.

    Larry holds a Doctorate and MBA from Boston University, and a BS
    and MPA from Michigan State University. He works with Strategies
    for Tomorrow, Inc., a consulting firm dedicated to creating 21st
    century organizations. He is involved in the greater
    Indianapolis community through a number of not-for-profit

Draft Course Outline

    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

    Reading and workshop: learning from one another
    Reading and workshop: teaching one another

    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
<URL:> or contact:

Lisa Mort-Putland, Program Coordinator
Cultural Resource Management Programs
Division of Continuing Studies, University of Victoria

                  Conservation DistList Instance 19:6
                   Distributed: Sunday, July 17, 2005
                        Message Id: cdl-19-6-019
Received on Thursday, 14 July, 2005

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