the dam plan final

8/8/2019 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.

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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/




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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

1LI805XC Denver Art Museum Librar Strate ic Plan Jennifer Dibbern Barbara Durland Laura Olson


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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.


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