Brescia, outcome-based museum management model. The importance of the relationship

Brescia, The museum management model has the relational dimension at its center. The research results open up new possibilities for monitoring the cultural strategy, based on the co-creation of value between the museum and the territorial network.

In detail, the model is made up of four macro areas:
1) mapping of stakeholders and the relationship
2) the value proposed by the Brescia Musei Foundation
3) the monitoring dashboard
4) the mapping of the value co-created by the Brescia Musei Foundation with its stakeholders
Going into the data, in relation to the areas of the model:
1) Mapping of stakeholders and the relationship
Regarding the territorial scale and therefore the geographical extension of the relationship, Fondazione Brescia Musei presents itself with a strong rooting in the local dimension, of city and province, with 127 connections that include companies, other institutions, educational and research bodies and associations/foundations ; However, the Foundation also exerts an attractive power at an international level, relating to 18 organisations.
With respect to the contractual relationship and therefore to the strength of the network, the Foundation presents a wide relational heterogeneity and has an active system of collaborations, mainly with bodies, universities and other institutions (111 in total). The conventions appear in a significant number (89).
Even at the level of relations with the public of visitors, the Foundation's programming is able to intercept a vast heterogeneity of targets; most of the activities are aimed at an audience of young people and adults with an audience of sector experts (30 activities, mostly linked to exhibitions and special events). Teaching activities involving children, families and schools are also very important (36).
Thanks to ongoing analyses, it was possible to ascertain the unexpressed energy of the economic operators in the area who could be involved in cultural identity operations. Culture Alliance has resulted in an increase in the network of 41 stakeholders including local institutions and companies for a total fundraising revenue value of approximately 3,6 million in the three-year period 2020-2022. The pact took shape in a twinning between the Foundation and around thirty entities who joined together for three years in sharing common objectives for the valorisation of the territory.

2) The value proposed by the Brescia Musei Foundation
The data was collected through interviews with key stakeholders of the Brescia Musei Foundation, which include companies, institutions and cultural entities, research bodies and educational bodies and citizen associations. The objective was to investigate which unique values ​​are recognized in the Brescia Musei Foundation.
The results mainly highlight Fondazione Brescia Musei as a promoter of cultural value, linking it to the richness of its heritage and the effectiveness of valorization activities. The Foundation is also recognized as a bearer of identity value and a bond between citizens, companies and institutions with the Brescia area.
3) The monitoring dashboard
In the third part of the model we delve into the measurement of results and the relationship. This tool represents a key tool as it integrates a dual perspective into the measurement: the internal one, of particular managerial interest for the director and the Foundation staff, and an external perspective, which is linked to the relational aspect and is very valuable for the director in perspective of planning new strategies and impact on the territory. Operationally, it is a tool that supports both internal management and communication, as well as external reporting to the various stakeholders.
It is a system of indicators in four areas, which monitor the related aspects: economic sustainability, resources, public, development.
Economic sustainability
From the data it emerges that the Foundation has a good self-financing capacity (over 25%), mainly linked to the activity of exhibitions and events and therefore to the ticket office; growing by 11% between 2018 and 2019.
Resources
The efficiency related to human resources was detected in Full Time Equivalent. Most of the resources are dedicated to the management of services and offers to the public (42%), as key activities of the museum. Regarding these, an increase in efficiency (11%) also emerges in the management of dedicated resources between 2018 and 2019.
Regarding digital resources, which are acquiring growing importance both in the management and enhancement of the heritage and visitor experience. Fondazione is above the average of the other respondents, in all digital application sectors. Fondazione stands out particularly on ticketing (0,83 vs 0,22 of respondents). The data for the construction of the benchmark were collected through a survey of the Innovation Observatory of Cultural Heritage and Activities of the Polytechnic of Milano.
The public
Fondazione Brescia Musei offers a very varied cultural experience, which involves different target audiences. Through a survey conducted on visitors to three different sites (Museum of Santa Giulia, Pinacoteca Tosio Martinengo and Archaeological Park) it was possible to establish that the visit to the different spaces has a markedly positive impact on the evaluation (which takes into account the more rational component of the visitor ; 59-78% of positive feedback) and on the perception (meaning the most emotional component, 83-94% of positive feedback) of the audience.
Resources
The breadth of the network characterizes the breadth of the impact of the Brescia Musei Foundation. With the Alleanza Cultura project there has been a significant development with expansion of the network to institutional stakeholders (11) and local companies (27) in a long-term partnership relationship (three years).

4) Mapping of the value co-created by the Brescia Musei Foundation with its stakeholders
Based on the interviews carried out with the Foundation's key stakeholders, it was possible to create a mapping of the values ​​co-created between the different realities in dialogue.
The data confirms the rich relational component brought by the Brescia Musei Foundation: among the values ​​co-created in synergy, the stakeholders, in addition to reaffirming the identity value, placed emphasis on the economic value, connecting it to the relationship conveyed by the Alleanza Cultura project. The research project, which lasted three years, is thus configured as a further concrete step in the development of management models for the cultural sector, which enhance not only the artistic heritage at their disposal but also the relational and social one, which constitutes, especially in this period, as the basis for a sustainable evolution of the sector.