How to organise the feedback and the evaluations by dffhrtcv3

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									How we organize the feedback and the
           evaluations
                 Latvia`s
                Experience
              Jānis Motivāns
      Head of “Money World” of BoL
The feedback - extremely significant


 Museum is like a newborn baby,
 nurtured and protected and watched to
 grow.

 From its very inception and during each
 phase of maturing, the feedback from
 the surrounding world has been
 extremely significant for the caretakers
 of the offspring.
       The concept group


What we hopped for was the
acknowledgement of our know-how –
  what, why, for whom and by
     what technical means
That is why we established the concept
group.
   The concept group comprised

The concept group comprised the founder of
 the Geldmuseum, a representative of the
 Central Bank of Finland, former director of
 VW Canada, a Swedish PR expert, and three
 employees of Latvijas Banka.
I was the person to compile the results of all
 discussions: thus the project emerged.
 Currently: the linkage is alive and active,
 with all these people watching the evolution
 of the museum.
         Four groups of assessors

    Upon accomplishing the project, we invited
          four groups of assessors:
•   colleagues who are professionals in specific
    areas;
•   designers of stands and multimedia;
•   teachers and lecturers of economics and
    social sciences;
•   students of various ages and specializations.
       The feedback from colleagues-
               professionals

•     spared us from professional mistakes;
•     opened up new vistas and resources
    for enriching and expanding the
    exposition.

    Currently: the relationship takes the
    form of an informal working group
    which is activated with the
    development of each new exhibition
    project.
  The feedback from the group of stand
        and multimedia designers

• helped us optimize the spacing of the display and
  plan visitors' flows;
• helped avoid making mistakes committed by other
  museums;
• suggested better, more advanced solutions for
  multimedia applications;
• demonstrated how the displaying of specific objects,
  e.g. coins, can be perfected.
  Currently: the group does not exist as its services
  were for charge. Assistance comes from the
  designers of the company commissioned to provide
  maintenance services of stands and multimedia.
The feedback from teachers and lecturers

• gave rise to inferences regarding aligning of the
  exposition and teaching standards;
• provided suggestions regarding the themes of
  displays;
• improved the contents of student worksheets;
• initiated perception testing of some records.
  Currently: the feedback from this group is
  continuing:
• teachers are invited to seminars four times a year;
• The Money World participates in all major teacher
  forums in respective areas;
• during each session, the 2nd guide is obliged to find
  out teacher's assessment of the display and ask for
  recommendations.
       The feedback from students…

    during formation of museum resulted in:
•   suggestions regarding the selection of
    themes;
•   perception testing of some records;
•   improvements in the contents of student
    worksheets;
•   proposals regarding the role of games.
    Currently: the feedback from those students
    is occasional as the first experts have already
    left schools.
The feedback from students now


Student questionnaires take place once
a year within common procedure
quality surveys and will be continued;
Currently: during each session, the 2nd
guide is obliged to find out teacher's
assessment of the display and ask for
recommendations.
 Employees of Latvijas Banka


For 14 days following the opening of the museum,
only the employees of Latvijas Banka were
frequenting the Money World together with their
friends and relatives and we recorded their proposals
and commentaries.
The employees knew that taking their relatives on an
excursion in otherwise closed work premises of BoL
was an extra bonus, while visitors' assessment,
comments and recommendations to improve the
exhibition would be accepted as a fee for the visit.
   Employees of Latvijas Banka


In the course of the five years since the
opening of the museum, the staff
members of Latvijas Banka have been
invited to visit it for two more times,
and the feedback has always been
effective.
      Groups of other Professionals

    A seventh group providing feedback are
    professionals, from whom we request opinion about
    the elements of the display that are not typical for a
    central bank. Among them are, for instance,
•   companies dealing in money cards;
•   investment companies;
•   employees and associations of commercial banks;
•   money producers.
    Currently: the cooperation is excellent! None of
    them spare their advice, and two assessors have
    rendered practical assistance in terms of both
    information and some financing.
            Museum experts


The eighth feedback comes from museum experts of
ICOM Latvia (International Counsil of Museums)
and intra-branch expert circles. The appearance of
their representatives is not frequent, albeit
sufficiently often. In this respect, annual meetings
with students taking a course for Master's Degree in
museum studies are particularly valuable.

Currently: would-be graduates of the Master's
Degree course are assigned the task to consider
improvements in the museum activities. We do not
hesitate to involve them!
            PR specialists

The ninth feedback is provided by external
PR specialists: the Money World is an
integral part of the Public Relations
Department of Latvijas Banka.
Currently: both representatives of the
professional association and students of this
specialty visit the Money World at least twice
a year and give their assessment of the
museum as a PR instrument.
           Guiding experts

The tenth linkage is provided by the guiding
experts. Following two-day studies and
shooting a film about the museum activities,
we received recommendations in the form of
a brief training and essay. Three audits have
been conducted.
Currently:
following submitted recommendations, we
engage in training new staff members and
other lecturers on our own.
              What do we ask?

    The questions differ depending on the group.
    Being quite diplomatic, they are as follows.

                Prior to the visit:
•   Why have you come?
•   What do you expect to see, hear and learn?
•   What questions would you like to find
    answers to?
•   Who informed you about this museum and
    exhibition?
              What do we ask?

       After the visit (clarification of facts):
•   Did you get answers to questions that
    interested you? From where? If not, what did
    you not understand and where?
•   Did you catch the idea of what was said?
•   Did you understand the content of the stands
    (screens)? If not, what did you not
    understand and where?
•   Have you got any ideas how to improve this
    exhibition?
              What do we ask?

            After the visit (emotional):
•   Did you have enough time to see everything?
•   Was it interesting? What was particularly
    captivating?
•   What was boring? A stand? Multimedia?
•   What surprised and what pleased you?
•   What annoyed or disappointed you?
•   What discoveries have you made for
    yourself?
Where, how and whom do we questions?



Most part of asking was described in the
  above part of my presentation where
   different feedback groups are dealt
                   with.
 Questions and attitudes differ for each
               target group.
Where and how are the outcomes used?



 Initiatives to benefit from feedbacks
 must be a competence of the staff of
 the Money World.
 An agreement with the management of
 the bank is to be reached on the needed
 financing, if any.
 That is why all motions are sorted ot in
 three groups – just by costs.
 Activities demanding finances over
              1,000 euro

On the basis of the main annual survey the
conclusions turn into ideas. Most expensive
of them are included in the general action
plan of BoL for a future period with
financing projected for the purpose.
We compile plans for the periods of one year
and three years. Conclusions are accepted (or
declined) regarding the common needs
which should to be assessed by the
management of the department.
      Ideas not demanding financing

Proposals regarding the vision of the museum
  There is a graphical representation of the
  exhibition vision on the wall in our working
  premises. It shows our vision to the optimal
  solutions and never stops his perpetual
  motion. The conclusions resulting from the
  feedbacks allow for effective alterations to
  the vision.
  The vision-wall forms the basis for
  perspective planning of activities for a year
  or medium term.
 Ideas not demanding financing

         Content propositions
Accepted proposals are handed over to
the content manager. She is
responsible for their implementation
depending on the form of the proposal.
We do not like Flash technologies and
similar things that do not permit our
immediate interference in content
sheets.
      Low cost activities
      below 1,000 euro


Urgent measures not exceeding the
amount of 1,000 euro are as a rule
     planned immediately for
  implementation along with the
   technical maintenance of the
            exposition.
Resume: framework of our activities



 generation of own ideas – feedback
groups – compiling and discussing the
proposals – implementing proposals –
testing the innovation in feedback
groups – new improving ideas –
feedback groups…………..
          and so on and so forth
              by circles!!!!

								
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