Presented by: Laura Olson, Barbra Durland and Jennifer Dibbern
LI805XC • Emporia State University • CO Cohort 10
 On the corner of 14th and Tremont in
Denver, Colorado, several blocks from
the Denver Art Museum, lies a relatively
unta...
 Holds a collection of about 27,000 books,
serials, catalogs and a small collection of
rare books.
 Serves as a resource...
The planning team is made up of
Denver Art Museum Staff,
representatives from the art
community, and the consulting firm.
...
CHIEF CURATOR • Margaret Young-Sanchez
Formerly the curator of New World Art.
LIBRARY PATRON • Clyfford Still
 HE IS empl...
HIGH SCHOOL INSTRUCTOR • Leonardo da Vinci
He is a teacher at a nearby high school.
 He frequently utilizes the DAM on fi...
COMMUNITY COLLEGE
INSTRUCTOR • Frida Kahlo
 She is an art history teacher
at a local community
college.
 Is interested i...
Strategic Planning Consultants
PROJECT LEADER • Laura Olson
In charge of meeting
planning, overall
organization and
facili...
SECRETARY • Barbara Durland
• provides secretarial and organizational skills
to the consulting practice.
PROGRAM COORDINATOR•
Jennifer Dibbern
• provides project
coordination as well
as creative design
for Library Outreach
Serv...
 June 1, 2010 - Interns & volunteers recruited to
extend library hours
 June 15, 2010 - New library hours take effect
 ...
 Stage 1 • NEEDS ASSESSMENT
TIME FRAME: February 1 - March 11, 2010
3 COMMITTEES:
Internal assessment
External (High scho...
 STAGE 2 • PEST, AND SWOT DOCUMENTS,
MISSION, VALUES AND VISION
TIME FRAME: February 1 - April 15, 2010
 STAGE 3 • GOALS...
 STAGE 4 • CREATION OF PRELIMINARY BUDGET
AND COMPLETION OF STRATEGIC PLAN
TIME FRAME: April 15 - May 15, 2010
 STAGE 5 ...
INTERNAL
Staff survey
EXTERNAL
Anonymous comment cards
High school and community college art teachers
CONCLUSIONS
increased library hours of operation
local high school teachers and
community college instructors to have
acce...
Strengths (Internal)
- Attached to a large, established
organization
- Dependable catalog system
- Good collection (27,000...
Political
• SCFD-Scientific and Cultural Facilities
District (a 1/10 of 1% sales tax used to
fund cultural institutions in...
PROPOSED MISSION
The DAM Library serves as a specialized
research resource for museum staff,
volunteers, visiting scholars...
The Vision Statement
The Denver Art Museum library is a
revolutionary resource for art historical
research that empowers l...
RESPECT
• Respect each user of the library as unique
and important
• Inclusivity and diversity
• Confidentiality and priva...
DEVELOPMENT
• The pursuit of knowledge
• Diverse and quality collections
• Assist in the development of information litera...
Goal #1 • DEVELOP NEW REVENUE STREAMS
OBJECTIVES:
1. Fund-raising gala event (To be held on
October 1, 2010).
2. With fund...
Goal #2 • DEVELOP PUBLIC AWARENESS AND
USE OF THE LIBRARY AND CREATE FUTURE
PATRONS OF THE ARTS.
OBJECTIVES:
1. Increase p...
2. Develop outreach program for high schools and
community colleges.
ACTION STEPS:
a. Discuss outreach with high school
te...
 Increase paid staff hours to extend
library hours and outreach to
the community.
 Purchase automated checkout system.
...
Item Dollar Amount
Subscriptions 325
OCLC Services 1025
Library Supplies 1000
Salary 25500
Online Catalog 1700
Gala Fundra...
Each committee sends a monthly report
for review that includes the following:
 Summary of the goal(s)
 Progress on the o...
The planning team will hold a follow-up
meeting with the Strategic Planning
Consultants from Library Outreach
Services, on...
• Overall, how does everyone thing the
process went?
‐Changes for next time?
• Were goals achieved?
• What was learned fro...
Celebrate your
achievements!
 Forming: commonalities
 Storming: recognized strengths
 Norming/Performing: accountability and
trust
 Adjourning: big...
Barb=Blue Jen=Green Laura=Yellow
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DAM Library Strategic Plan

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DAM Library Strategic Plan

  1. 1. Presented by: Laura Olson, Barbra Durland and Jennifer Dibbern LI805XC • Emporia State University • CO Cohort 10
  2. 2.  On the corner of 14th and Tremont in Denver, Colorado, several blocks from the Denver Art Museum, lies a relatively untapped resource of art historical information. http://www.burningmatches.com/images/photography/artMuseum.jpg
  3. 3.  Holds a collection of about 27,000 books, serials, catalogs and a small collection of rare books.  Serves as a resource for Denver Art Museum staff, docents, volunteers, interns and researchers.
  4. 4. The planning team is made up of Denver Art Museum Staff, representatives from the art community, and the consulting firm. LIBRARIAN • Susan Ferrer-Vinent Currently only paid position of the library.
  5. 5. CHIEF CURATOR • Margaret Young-Sanchez Formerly the curator of New World Art. LIBRARY PATRON • Clyfford Still  HE IS employed as a curator for the DAM. He utilizes the library on a regular basis and has contact with other DAM staff.  He will assist with internal needs. http://www.clyffordstillmuseum. org/
  6. 6. HIGH SCHOOL INSTRUCTOR • Leonardo da Vinci He is a teacher at a nearby high school.  He frequently utilizes the DAM on field trips.  Is interested in increasing his students’ use of the library.  He will assist with external needs. http://www.hschamberlain.net/kant/ kant_02_leonardo.html
  7. 7. COMMUNITY COLLEGE INSTRUCTOR • Frida Kahlo  She is an art history teacher at a local community college.  Is interested in increasing her student’s access to the library and the librarian's expertise.  She will assist with external needs. http://midorilei.com/blog/eyebrows-are-important/
  8. 8. Strategic Planning Consultants PROJECT LEADER • Laura Olson In charge of meeting planning, overall organization and facilitation.
  9. 9. SECRETARY • Barbara Durland • provides secretarial and organizational skills to the consulting practice.
  10. 10. PROGRAM COORDINATOR• Jennifer Dibbern • provides project coordination as well as creative design for Library Outreach Services.
  11. 11.  June 1, 2010 - Interns & volunteers recruited to extend library hours  June 15, 2010 - New library hours take effect  September 1, 2010 - Budget approval by Denver Art Museum  October 1, 2010 - Fund raising gala (based on budget approval)  November 21, 2010 - Selection of grant writing consultant  January 2, 2011 - Completion of grant proposals and beginning of new strategic plan  January 2, 2011 - Begins the development of new strategic plan
  12. 12.  Stage 1 • NEEDS ASSESSMENT TIME FRAME: February 1 - March 11, 2010 3 COMMITTEES: Internal assessment External (High school teachers) External (Community college teachers)
  13. 13.  STAGE 2 • PEST, AND SWOT DOCUMENTS, MISSION, VALUES AND VISION TIME FRAME: February 1 - April 15, 2010  STAGE 3 • GOALS, OBJECTIVES, ACTION STEPS AND EVALUATION PLAN TIME FRAME: April 15 - May 15, 2010
  14. 14.  STAGE 4 • CREATION OF PRELIMINARY BUDGET AND COMPLETION OF STRATEGIC PLAN TIME FRAME: April 15 - May 15, 2010  STAGE 5 • IMPLEMENTATION TIME LINE TIME FRAME: May 15, 2010 - January 2, 2011
  15. 15. INTERNAL Staff survey EXTERNAL Anonymous comment cards High school and community college art teachers
  16. 16. CONCLUSIONS increased library hours of operation local high school teachers and community college instructors to have access to and outreach from the DAM library public patrons’ part to have increased access to the DAM library
  17. 17. Strengths (Internal) - Attached to a large, established organization - Dependable catalog system - Good collection (27,000) - Excellent databases - Good reputation and use by DAM staff - New museum director with new vision -Dependable volunteers Weaknesses (Internal) - One employee -Outdated checkout system -No community outreach -Budget entirely dependent on DAM allocation -Separate building from art museum in a locked building 4 blocks away Opportunities (External) -IMLS grants -LSTA grants -Increased use of interns and volunteers -Increased participation in community -Increased use of technology Threats (External) - Poor economy - Low museum attendance, decreased income and therefore, budget cuts for library -Rapidly changing technology--keeping up with needs of patrons
  18. 18. Political • SCFD-Scientific and Cultural Facilities District (a 1/10 of 1% sales tax used to fund cultural institutions in the Denver area). • IMLS grants. • Tourism numbers down, so less money flowing in to the museum and trickling down. • Conservative voting due to economy. Economic • General economic trends in Denver. • Increase in consumer spending leads away from cultural spending. • The “Stay-cation” and unemployment-effects visitor numbers. • Impact of globalization. Social • DAM demographic. • Advertising and publicity (presently- none) • Large-scale social trends- i.e. new Clyfford Still museum, so more people researching the artist. • Traveling exhibitions inspiring more research- i.e. Tut • Library accessibility-blocks from the museum. Technological • Replacement technology solutions – i.e. scanning equipment. • Technology access, licensing, patents- cost of subscriptions going up (serials, databases, etc.). • The internet and new media - visitor’s expectations of remote access. • Cost of technology.
  19. 19. PROPOSED MISSION The DAM Library serves as a specialized research resource for museum staff, volunteers, visiting scholars, and the public sphere through internal communication and external outreach.
  20. 20. The Vision Statement The Denver Art Museum library is a revolutionary resource for art historical research that empowers learning and places the future growth of visual and information literacy within reach of our community.
  21. 21. RESPECT • Respect each user of the library as unique and important • Inclusivity and diversity • Confidentiality and privacy ETHICS AND INTEGRITY • Promote intellectual freedom • Use funds wisely and with transparency • Build trust through honest communications
  22. 22. DEVELOPMENT • The pursuit of knowledge • Diverse and quality collections • Assist in the development of information literacy • Promote intellectual growth through the participation in the arts COMMUNICATION • Within DAM and outreach to community • Solicit feedback regarding our collection and services • Collaboration with DAM employees, stakeholders and interested community members
  23. 23. Goal #1 • DEVELOP NEW REVENUE STREAMS OBJECTIVES: 1. Fund-raising gala event (To be held on October 1, 2010). 2. With funding from gala, hire a grant-writing consultant and begin grant procurement (by November 19, 2010).
  24. 24. Goal #2 • DEVELOP PUBLIC AWARENESS AND USE OF THE LIBRARY AND CREATE FUTURE PATRONS OF THE ARTS. OBJECTIVES: 1. Increase public access by extending library hours. ACTION STEPS: a. Recruit volunteers and interns to extend library hours-Librarian b. Advertise library at Denver Art Museum- Project Leader and Librarian
  25. 25. 2. Develop outreach program for high schools and community colleges. ACTION STEPS: a. Discuss outreach with high school teachers and university/college instructors – Librarian and HS liaison. b. Hire Outreach Coordinator-Planning Committee.
  26. 26.  Increase paid staff hours to extend library hours and outreach to the community.  Purchase automated checkout system.  Increase use of innovative technology through social networking sites.
  27. 27. Item Dollar Amount Subscriptions 325 OCLC Services 1025 Library Supplies 1000 Salary 25500 Online Catalog 1700 Gala Fundraiser 5000 TOTAL $34,550 Denver Art Museum Library Proposed Budget Fiscal Year 2010-2011
  28. 28. Each committee sends a monthly report for review that includes the following:  Summary of the goal(s)  Progress on the objectives  Progress completed on the action steps
  29. 29. The planning team will hold a follow-up meeting with the Strategic Planning Consultants from Library Outreach Services, on or about January 2, 2011. Answers to the following questions will be answered…
  30. 30. • Overall, how does everyone thing the process went? ‐Changes for next time? • Were goals achieved? • What was learned from the Monitoring and Evaluation that was held during the process? • Has everyone involved remained financially comfortable since the conclusion of the planning process?
  31. 31. Celebrate your achievements!
  32. 32.  Forming: commonalities  Storming: recognized strengths  Norming/Performing: accountability and trust  Adjourning: big picture
  33. 33. Barb=Blue Jen=Green Laura=Yellow

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