Performance Measurement in the Arts Sector: The Case of the Performing Arts. Turbide, J. & Laurin, C. International Journal of Arts Management, 11(2):56–70, 2009. ![Performance Measurement in the Arts Sector: The Case of the Performing Arts [link]](https://bibbase.org/img/filetypes/link.svg "link")
Paper abstract bibtex ABSTRACT: This study addresses the issue of performance measurement in not-for-profit organizations (NPOs) within the performing arts sector. Previous studies in the arts and culture sector have shown that although their mission is articulated around the concept of artistic achievement arts organizations are held accountable based mainly on budgetary and financial criteria. A survey sent to more than 300 performing arts organizations in the Canadian province of Quebec found that a majority of organizations use multiple performance indicators spanning several dimensions of mission fulfilment to assess their own performance. I t was also found that even though performing arts NPOs acknowledge that their most important success factor is artistic excellence, their performance measurement systems place as much emphasis on financial as on non-financial indicators. ANNOTATION: This paper written by Johanne Turbide (University of Warwick) and Claude Laurin (University of British Columbia) is the result of a research project in which a six-part questionnaire was mailed to more than 300 general managers of Canadian non-profit performing arts organizations based in the province of Quebec, with the aim of determining “how and for whom performing arts organizations assess their performance” (61). Turbide and Laurin begin their report with an extensive literature review encompassing published research on the subject of performance measurement models for non-profits, including how a select few (such as Kaplan and Norton’s Balanced Scorecard method) can be practically applied by non-profit organizations. The authors also list commonly cited challenges of measuring performance in non-profits, such as the trend of prioritizing financial performance metrics due to the significant influential role of funding agencies, and the lack of consistent definitions of key terms that can be applied across all performance sectors. The authors then present the development process of creating their questionnaire, and then reveal the results of their findings. Although responses seemed to indicate that organizational leaders were keen to acknowledge that the highest priority of their organization was artistic excellence, leaders then ranked both financial and non-financial performance indicators as equally important. Furthermore, they consistently ranked funding bodies as the most important stakeholder to which they were accountable. Results of the questionnaires are then displayed visually in tables, and the information aggregated from each section of the questionnaire is dissected and analysed in various subheadings. The authors conclude by reporting that the questionnaire results proved that arts organizations were already using multi-dimensional indicators to asses their organization’s success, and although they acknowledge the priority of the artistic indicators, the most common performance metrics remain financially based. Although the subject matter is certainly relevant to this research paper, much of the information being presented appears to be outdated and may no longer be applicable to contemporary creative and cultural organizations. However, the Canadian perspective and the presentation of a comprehensive methodology behind developing a data-aggregating questionnaire for arts organizations may still prove to be useful for modern readers.
@article{turbide_performance_2009,
title = {Performance {Measurement} in the {Arts} {Sector}: {The} {Case} of the {Performing} {Arts}},
volume = {11},
issn = {1480-8986},
shorttitle = {Performance {Measurement} in the {Arts} {Sector}},
url = {https://www.jstor.org/stable/41064987},
abstract = {ABSTRACT: This study addresses the issue of performance measurement in not-for-profit organizations (NPOs) within the performing arts sector. Previous studies in the arts and culture sector have shown that although their mission is articulated around the concept of artistic achievement arts organizations are held accountable based mainly on budgetary and financial criteria. A survey sent to more than 300 performing arts organizations in the Canadian province of Quebec found that a majority of organizations use multiple performance indicators spanning several dimensions of mission fulfilment to assess their own performance. I t was also found that even though performing arts NPOs acknowledge that their most important success factor is artistic excellence, their performance measurement systems place as much emphasis on financial as on non-financial indicators.
ANNOTATION: This paper written by Johanne Turbide (University of Warwick) and Claude Laurin (University of British Columbia) is the result of a research project in which a six-part questionnaire was mailed to more than 300 general managers of Canadian non-profit performing arts organizations based in the province of Quebec, with the aim of determining “how and for whom performing arts organizations assess their performance” (61). Turbide and Laurin begin their report with an extensive literature review encompassing published research on the subject of performance measurement models for non-profits, including how a select few (such as Kaplan and Norton’s Balanced Scorecard method) can be practically applied by non-profit organizations. The authors also list commonly cited challenges of measuring performance in non-profits, such as the trend of prioritizing financial performance metrics due to the significant influential role of funding agencies, and the lack of consistent definitions of key terms that can be applied across all performance sectors. The authors then present the development process of creating their questionnaire, and then reveal the results of their findings. Although responses seemed to indicate that organizational leaders were keen to acknowledge that the highest priority of their organization was artistic excellence, leaders then ranked both financial and non-financial performance indicators as equally important. Furthermore, they consistently ranked funding bodies as the most important stakeholder to which they were accountable. Results of the questionnaires are then displayed visually in tables, and the information aggregated from each section of the questionnaire is dissected and analysed in various subheadings. The authors conclude by reporting that the questionnaire results proved that arts organizations were already using multi-dimensional indicators to asses their organization’s success, and although they acknowledge the priority of the artistic indicators, the most common performance metrics remain financially based. Although the subject matter is certainly relevant to this research paper, much of the information being presented appears to be outdated and may no longer be applicable to contemporary creative and cultural organizations. However, the Canadian perspective and the presentation of a comprehensive methodology behind developing a data-aggregating questionnaire for arts organizations may still prove to be useful for modern readers.},
number = {2},
urldate = {2021-05-29},
journal = {International Journal of Arts Management},
author = {Turbide, Johanne and Laurin, Claude},
year = {2009},
keywords = {Canada, Quebec, accountability, arts sector, business model non-profit (indicator), digital, economic (indicator), governance, innovation, literature review (method), management, non-profit, qualitative (method), surveys (method)},
pages = {56--70},
}
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A survey sent to more than 300 performing arts organizations in the Canadian province of Quebec found that a majority of organizations use multiple performance indicators spanning several dimensions of mission fulfilment to assess their own performance. I t was also found that even though performing arts NPOs acknowledge that their most important success factor is artistic excellence, their performance measurement systems place as much emphasis on financial as on non-financial indicators. ANNOTATION: This paper written by Johanne Turbide (University of Warwick) and Claude Laurin (University of British Columbia) is the result of a research project in which a six-part questionnaire was mailed to more than 300 general managers of Canadian non-profit performing arts organizations based in the province of Quebec, with the aim of determining “how and for whom performing arts organizations assess their performance” (61). Turbide and Laurin begin their report with an extensive literature review encompassing published research on the subject of performance measurement models for non-profits, including how a select few (such as Kaplan and Norton’s Balanced Scorecard method) can be practically applied by non-profit organizations. The authors also list commonly cited challenges of measuring performance in non-profits, such as the trend of prioritizing financial performance metrics due to the significant influential role of funding agencies, and the lack of consistent definitions of key terms that can be applied across all performance sectors. The authors then present the development process of creating their questionnaire, and then reveal the results of their findings. Although responses seemed to indicate that organizational leaders were keen to acknowledge that the highest priority of their organization was artistic excellence, leaders then ranked both financial and non-financial performance indicators as equally important. Furthermore, they consistently ranked funding bodies as the most important stakeholder to which they were accountable. Results of the questionnaires are then displayed visually in tables, and the information aggregated from each section of the questionnaire is dissected and analysed in various subheadings. The authors conclude by reporting that the questionnaire results proved that arts organizations were already using multi-dimensional indicators to asses their organization’s success, and although they acknowledge the priority of the artistic indicators, the most common performance metrics remain financially based. Although the subject matter is certainly relevant to this research paper, much of the information being presented appears to be outdated and may no longer be applicable to contemporary creative and cultural organizations. 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