1 The balanced scorecard of Cultural Affairs for the years 2005 - 2008 DRAFT.

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




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. Social effects

DRAFT

4



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



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


2.2. Health promotion and promotion of freedom from obstacles, support for life control and individual activity


6




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


2.3. Services based on the customers’ needs and development of co-operation


7




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




8



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




9


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


2.4. Further development of trade and industry and support to top fields


10


COMPETITIVENESS AND SUSTAINABLE DEVELOPMENT


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


3.1. Efficient work based on the citizens’ needs, a balanced economy

3. Economy

DRAFT

11



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



3. Economy

DRAFT

12




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



3. Economy

DRAFT

13



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


4.1. Creative high-quality education

4. Competence, renewal and working capacity

DRAFT

14



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


4.1. Creative high-quality education


DRAFT

15



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


DRAFT

16




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


4.3. Notable international actor, great influence on the development of the Baltic Sea area


DRAFT

17



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



5. Processes and structures

DRAFT

18



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




DRAFT

19



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


5.1. A creative and living city of culture


DRAFT

20



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


5.2. A city structure that supports sustainable development and well-being


DRAFT

21



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


5.3. Regional co-operation leader, active safeguarding of interests


DRAFT

22



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


5.4. Responsible climate and environment policy


DRAFT

1 The balanced scorecard of Cultural Affairs for the years 2005 - 2008 DRAFT.

Documents

Transcript of 1 The balanced scorecard of Cultural Affairs for the years 2005 - 2008 DRAFT.