the dam plan final
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The Denver Art Museum Library
Strategic Plan
2010-2011
http://www.geraldinecampbell.com/09/wp-content/uploads/2009/06/Daniel-Libeskind-Denver-Art-Museum.jpg
Presented by:Jennifer Dibbern Barbara Durland Laura Olson Emporia State University
March 11, 2010
LI805XC Organizational Theories for Administering Information Agencies
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Table of Contents.2
Introduction..3
Our Hopes and Dreams4
The Planning Team..5
Strategic Planning Consultants7
Planning Time Line...8
Milestones8
Needs Assessment..10
Environmental Scan
Library and Community Analysis (SWOT)...11
Library and Community Analysis (PEST).12
Mission...13
Vision.14
Values15
Strategic Goals, Objectives, Actions and Measures...16
Budget19
Implementation Plan..20
Conclusion.21
Future Planning..22
References..23
805XC Denver Art Museum Librar Strate ic Plan Jennifer Dibbern Barbara Durland Laura Olson
Table of Contents
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Introduction
On the corner of 14th
and Tremont in Denver, Colorado, several
blocks from the (DAM) Denver Art Museum, lies a relatively untapped
resource of art historical information. The DAM Library is housed in the
administration building, a separate building from the Denver Art Museum.
It holds a collection of about 27,000 books, serials, catalogs and a small
collection of rare books. The library serves as a resource for Denver Art
Museum staff, docents, volunteers, interns, and researchers. Because of its
remote and locked location it is hard for the general public to access thelibrary, thus there is an increased need to provide better access. Therefore, it
is our goal to increase access and public awareness.
http://www.burningmatches.com/images/photography/artMuseum.jpg
Welcome to the Denver Art Museum Library
LI805XC Denver Art Museum Librar Strate ic Plan Jennifer Dibbern Barbara Durland Laura Olson
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At the current time the Denver Art Museum Librarys income is fixed
and, if anything, decreasing each year. Meanwhile, the library would like to
extend its services to meet the needs of the public. The hope is to increaseuse of the library by the public as well as reach out to students in local high
schools and colleges. However this cannot be accomplished without
additional funding. Therefore, a large part of our strategic plan is to increase
revenue streams. The librarian's hours are limited to three days a week. She
does not have time to write a grant, nor are there enough hours to provide
the public accessibility and community outreach the DAM Library strives to
provide. An increased and reliable revenue stream would be a solution to
these issues.
Our Hopes and Dreams
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Librarian:
SUSAN FERRER-VINENT is the librarian and the only paid position of the library.She only works three days a week. She received her MLIS from University of
Denver and has been with the DAM library since 2003.
Chief Curator:MARGARET YOUNG-SANCHEZ is currently the DAM chief curator for DAM. She
formerly was the curator of the New World Art at the DAM.
Library Patron:CLYFFORD STILL 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 withinternal needs, such as surveys, obtaining assistance from other departments.
http://www.clyffordstillmuseum.org/
High School Instructor:LEONARDO DA VINCI is a teacher at a nearby
high school. He frequently utilizes the DAMon field trips and is interested in increasing
his students use of the library as well ashaving outreach to his school by the DAM
library. He will assist with external needssuch as high school teacher surveys, focus
groups, and contacting high school teachers tobegin outreach.
http://www.hschamberlain.net/kant/kant_02_leonardo.html
The Plannin Team
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Community College
Instructor:FRIDA KAHLO is an art history teacher at
a local community college. Shefrequently sends her students to the DAMfor assignments and is interested in
increasing their access to the library andthe librarian's expertise. She is also
interested in library outreach to hercollege. She will assist with external
needs such as college teacher surveys andfocus groups as well as contacting
college instructors for outreach.
http://midorilei.com/blog/eyebrowsare
important/
LI805XC Denver Art Museum Librar Strate ic Plan Jennifer Dibbern Barbara Durland Laura Olson
LI805XC Denver Art Museum Librar Strate ic Plan Jennifer Dibbern Barbara Durland Laura Olson
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Strategic Planning Consultants:
Library Outreach Services: a non-profit local strategic planning consulting firmspecializing in assisting small libraries. This consulting project will be completed on a
pro bono basis for the DAM library.
Project LeaderLAURA OLSON is the project leader for Library
Outreach Services.
SecretaryBARBARA DURLAND provides secretarial
and organizational skills to the consulting
practice.
Project CoordinatorJENNIFERDIBBERN provides project
coordination as well as creative design for Library
Outreach Services.
Librar Outreach Services
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Milestones:
January 2, 2010 - Planning Committee developed
March 15, 2010 - Needs assessment completed
May 15, 2010 - Strategic plan completed
May 15, 2010 - Proposed budget turned in for approval
June 1, 2010 - Interns and volunteers recruited to extend library hours
June 15, 2010 - New library hours take effect
June 15, 2010 - Library begins to offer school tours of library during librarian's work
hours
September 1, 2010 Budget approval by Denver Art Museum
October 1, 2010 - Fundraising gala (based on budget approval)
November 21, 2010 - Selection of grant writing consultant
December 1, 2010 - January 2, 2011 - Completion of grant proposals and beginning ofnew strategic plan
January 2, 2011 Begins the development of new strategic plan that will focus on hiringof an outreach coordinator as well as creating outreach programming, and increasing paid
staff. We will also focus on increasing use of technology and purchase of automatedcheckout system. These next steps are dependent upon new revenue generation from
grants.
Planning Stages
STAGE 1NEEDS ASSESSMENT
TIME FRAME: February 1 - March 11, 2010
COMMITTEE MEMBERS
Internal assessment:
Susan, Laura, Clyfford
External (High School teachers):
Susan, Laura, Leonardo (assistance with external action)
External (Community college teachers):
Susan, Laura, Frida
ACTIONS: The committee will prepare and conduct internal and external surveysand focus groups.
The Plannin Timeline
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STAGE 2PEST, AND SWOTDOCUMENTS,MISSION,VALUES ANDVISION
TIME FRAME: February 1 - April 15, 2010
Team: Susan, Margaret, Clyfford, Jen, Laura, Barb
ACTIONS: Creation of Mission, Values, Vision, PEST and SWOT Documents
STAGE 3GOALS,OBJECTIVES,ACTION STEPS AND EVALUATION PLAN
TIME FRAME: April 15 - May 15, 2010
Team: Susan, Margaret, Jen, Laura, Barb, Clyfford, Leonardo
ACTIONS: Creation of goals, objectives and evaluation plan
STAGE 4CREATION OF PRELIMINARY BUDGET AND COMPLETION OFSTRATEGIC PLAN
TIME FRAME: April 15 - May 15, 2010
Committee: Susan, Laura, Jen, Barb
ACTIONS: Proposed budget completed and submitted for approval.
STAGE 5IMPLEMENTATION TIME LINE
TIME FRAME: May 15, 2010 - January 2, 2011
Committees: Committee members will vary. See action steps under goalssection.
Evaluation Time line:
Please see evaluation plan.
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Internal:Survey to determine if increased hours would be utilized by staff members.
External:Anonymous comment cards were distributed in the DAM gift shop and membershipkiosks surveying public's interest in using the DAM library. Cards were also distributed
within the discovery libraries in the western and European gallery spaces.
Surveys were sent to high school and community college art teachers to determineeducational outreach desired. If needed, additional focus groups will be conducted, one
with high school teachers and one with college teachers.
Conclusions:The internal needs assessment of the DAM staff indicated a desire for increased library
hours of operation. External needs assessments indicated a desire by local high schoolteachers and community college instructors to have access to and outreach from the
DAM library to increase their students participation and appreciation of the arts. Focusgroups were performed within the schools to brainstorm educational outreach needs and
ideas for the library. Furthermore, external surveys consisting of short, anonymouscomment cards conducted at the DAM gift shop and membership kiosks within the
museum indicated a desire on public patrons part to have increased access to the DAMlibrary.
Needs Assessment
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Strengths (Internal)
- Attached to a large, established
organization
- Dependable catalog system
- Good collection (27,000 items)
- 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 DAMallocation
-Separate from art museum in a lockedbuilding 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, decreasedincome and therefore, budget cuts for
library
-Rapidly changing technology--keeping
up with needs of patrons
SWOT
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PEST!- EXTERNAL FACTORS THAT INFLUENCE THE DENVERART MUSEUM LIBRARY
Political
SCFD-Scientific and Cultural Facilities
District (a 1/10 of 1% sales tax used tofund cultural institutions in the Denver
area)
IMLS grants
Tourism numbers down, so less moneyflowing in to the museum and tricklingdown
Conservative voting due to economy
Economic
General economic trends in Denver
Increase in consumer spending on
necessities leads away from culturalspending
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. newClyfford Still museum, so more people
researching the artist
Traveling exhibitions inspiring moreresearch- i.e. Tut
Library accessibility-blocks from themuseum
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 - visitorsexpectations of remote access
Cost of technology
PEST
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EXISTING MISSIONThe DAM library serves as a specialized research resource for
museum staff, volunteers, and visiting scholars.
PROPOSED MISSION
The DAM Library serves as a specialized research resource for
museum staff, volunteers, visiting scholars, and the public spherethrough internal communication and external outreach.
The Mission Statement
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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.
The Vision Statement
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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
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 communitymembers
Values
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Goal #1 DEVELOP NEW REVENUE STREAMS .OBJECTIVES:
1. Fundraising gala event (To be held on October 1, 2010).
ACTION STEPS:
a. Plan event: Venue, caterer, food, tickets, marketing, speakers,
and entertainment. Complete planning by September 1, 2010.
RESPONSIBILITY: Gala Planning Committee willprovide monthly progress reports to the Project Leader by
the first of each month.
b. Day of event: Strategic planning team members and other
personnel will participate in Gala Planning Committeesassignments.
RESPONSIBILITY: All members and personnel asassigned.
2. With funding from gala, hire a grant writing consultant and begin grantprocurement.
ACTION STEPS:
a. Recruitment of grant writing consultant
RESPONSIBILITY: Librarian will have researched localgrant writing consultants by November 1, 2010. She will
report on the candidates to the strategic planning team byNovember 15, 2010. The strategic planning team will vote
on selection of a grant writer by November 19, 2010.
b. Grant writer will identify appropriate grants for community
outreach and education by December 1, 2010.
RESPONSIBILITY: Project leader will be available asneeded.
Goals, Ob ectives and Action Ste s
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Goal #2 DEVELOP PUBLIC AWARENESS ANDUSE 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.
RESPONSIBILITY: Librarian will determine appropriatestaff from current pool of volunteers and interns. The newhours will be effective by June 15, 2010.
b. Advertise library at Denver Art Museum.
RESPONSIBILITY:
-Project Leader will contact DAM's marketingdepartment by April 30, 2010 to design posters and flyers.
Posters will be completed and posted by May 15, 2010.
-Librarian will post new hours on library website by
May 30, 2010. Flyers will also be posted at themembership kiosks in the museum.
2. Develop outreach program for high schools and community colleges.
ACTION STEPS:
a. Discuss outreach with high school teachers and
university/college instructors based on findings of needsassessments.
RESPONSIBILITY: Librarian will make school contactsby May 15, 2010 with assistance from high school liaison.Tours of library will be offered during librarian's work
hours.
b. Hire Outreach Coordinator
RESPONSIBILITY: After grant money is awarded, theplanning committee will begin recruitment of outreachcoordinator who will further develop programs with
community. The goal will be hiring of outreach coordinatorby January 2012. At that time a new strategic plan will be
developed to further refine the outreach activities that willbe conducted along with review and revision of staffing
and budget.
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Long-Term Goals (to be discussed in 2012after awarding of grants):
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.
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Denver Art Museum Library Proposed Budget
Fiscal Year 2010-2011
Subscriptions 325
OCLC Services 1025
Library Supplies 1000
Salary 25500
Online Catalog 1700
Gala Fundraiser 5000
TOTAL $34,550
Proposed Budget
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Monitoring and Evaluation
The implementation of the activities of the strategic plan will be
overseen by monthly status reports given to the Project Leader.
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
Action steps are to be completed each month and include:
---Who is responsible for each task?
---What is the task deadline?
---What resources does the responsible person need to
accomplish the task?
---What is the anticipated cost of the step?
Im lementation Plan
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This strategic plan conveys what we do, who we are and what values
we hold ourselves to on a daily basis. It takes our mission, values and goals
and presents those ideas in written form for our constituents to look upon.
Although this strategic plan is mapped out based on information attained in
present time and has been developed in preparation for changes in the near
future, the strategic planning process is ongoing and ever evolving. This
strategic plan is set in place to lead as an example for future strategic
planning at the Denver Art Museum Library. It serves as the framework on
which our future planning relies and it provides a smooth transition into the
transformation of the Denver Art Museum Library.
Conclusions
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Follow-Up Strategic Plan EvaluationsDue to the existence of important long-term goals, future strategic plans are figurativelymapped out. Evaluation of this strategic plan will take place before the 2011 strategic
plan is developed. The planning team will hold a follow-up meeting with the StrategicPlanning Consultants from Library Outreach Services, on or about January 2, 2011. The
topics that will be covered include:
Overall, how does everyone think 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?
REPORTING:
ANSWERS to listed questions.
STATS gathered at end of planning process to see how things are
functioning.
RECOMMENDATIONS for future planning.
ACTIONS to be carried out in next strategic plan.
Celebrate! The planning process is completed and the plan has been set in
motion; it is time to celebrate that achievement.
TBA: Celebratory Dinner to include all parties involved.
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Lookin Into the Future
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Denver Art Museum Library. (2003).Denver Art Museum Library Catalog. Retrieved
January 31, 2010. http://207.67.203.66/D60000Staff/OPAC/index.asp.
Ferrrer-Vinent, S. (2009).Denver Art Museum Library Annual Report. Denver: Denver
Art Museum.
Ferrrer-Vinent, S. (2003).Denver Art Museum Library Collections Development Policy.
Denver: Denver Art Museum.
Ferrrer-Vinent, S. (2009).Denver Art Museum Library Budget, FY09. Denver: Denver
Art Museum.
Ferrrer-Vinent, S. (2006). Department Profile: Denver Art Museum Library.DAM
ARTiculations: Staff Newsletter, 5, 1.
McNamara, C. (2006).Field guide to nonprofit program design, marketing andevaluation. Minneapolis, MN: Authenticity Consulting.
Stueart, R.D. and Moran, B.B. (2007). Library and information center management.
Westport, CT: Libraries Unlimited.
References
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