(5 pages of text)
In existence since 1868, the non-profit Otago Museum in New Zealand had undergone several changes and expansions during its history and was regarded as curator of a broad-based collection of Maori and South Pacific artifacts. In January 2010, the Otago Museum's chief financial officer (CFO) was instructed by the museum's chief executive officer (CEO) to create a balanced scorecard (BSC) for the museum. The current CEO had brought a sense of customer orientation and financial acumen to the general running of the museum, evidenced through examination of customer satisfaction via surveys and focus groups, and various efforts to diversify income streams. The development of a BSC was seen as a practical way to reinforce and further motivate employee behaviour congruent with the focus on customer service and financial acumen. The resulting BSC needed to clearly articulate the museum's objectives, and the cause-and-effect relationships linking BSC dimensions with the museum's strategic vision and mission.
Arts, Entertainment, Sports and Recreation
New Zealand, Small, 2010
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