Based on extensive research and decades of experience, museum analyst and planner John W. Jacobsen provides both the theoretical underpinnings and the operational pragmatics of measuring any museum's intentional impact and performance by using 1,025 indicators drawn from 51 expert sources. Measuring Museum Impact and Performance: Theory and Practice provides museum professionals internationally with a clear, very open process that will improve their museum's value and performance by selecting indicators that monitor whether they are realizing their desired public, private, personal and…mehr
Based on extensive research and decades of experience, museum analyst and planner John W. Jacobsen provides both the theoretical underpinnings and the operational pragmatics of measuring any museum's intentional impact and performance by using 1,025 indicators drawn from 51 expert sources. Measuring Museum Impact and Performance: Theory and Practice provides museum professionals internationally with a clear, very open process that will improve their museum's value and performance by selecting indicators that monitor whether they are realizing their desired public, private, personal and institutional values. The book is not prescriptive, but liberating, as the framework recognizes that each museum needs to decide on its own purposes and priorities.
John W. Jacobsen, president of White Oak Associates, Inc. and CEO of the White Oak Institute, was associate director of the Museum of Science in Boston. During that time, the Museum served 2.2 million visitors during a twelve-month period, an unsurpassed record.
Inhaltsangabe
List of Tables and Worksheets Foreword by Ford W. Bell, DVM, President & CEO (retired) American Alliance of Museums Acknowledgements Introduction Part 1: Theory: How and why do museums do what they do? Chapter 1: Finding the Museum Theory of Action Chapter 2: Identifying Potential Museum Impacts Chapter 3: Measuring Impact Part 2: Practice: How do you measure your museum's impact and performance? Chapter 4: Shift from Theory to Practice Chapter 5: Prioritize your Museum's Purposes and Impacts Chapter 6: Determine your Museum's Performance Metrics Chapter 7: Compare your Museum to your Peers Summary Chapter 8: Report Changes in Your Impact and Performance Chapter 9: Summary and Future Potentials Appendixes Appendix A: Definitions and Assumptions Appendix B: Source Documents for MIIP 1.0 Appendix C: Potential Museum Impacts: Selected Examples Appendix D: Measurement Formulas and Worksheet Templates Appendix E: Worksheets: Blanks and Versions by the Sample Museum Index About the Author
List of Tables and Worksheets Foreword by Ford W. Bell, DVM, President & CEO (retired) American Alliance of Museums Acknowledgements Introduction Part 1: Theory: How and why do museums do what they do? Chapter 1: Finding the Museum Theory of Action Chapter 2: Identifying Potential Museum Impacts Chapter 3: Measuring Impact Part 2: Practice: How do you measure your museum's impact and performance? Chapter 4: Shift from Theory to Practice Chapter 5: Prioritize your Museum's Purposes and Impacts Chapter 6: Determine your Museum's Performance Metrics Chapter 7: Compare your Museum to your Peers Summary Chapter 8: Report Changes in Your Impact and Performance Chapter 9: Summary and Future Potentials Appendixes Appendix A: Definitions and Assumptions Appendix B: Source Documents for MIIP 1.0 Appendix C: Potential Museum Impacts: Selected Examples Appendix D: Measurement Formulas and Worksheet Templates Appendix E: Worksheets: Blanks and Versions by the Sample Museum Index About the Author
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