Denver Art Museum Library

Strategic Plan2010-2011

Presented by: Laura Olson, Barbra Durland and Jennifer DibbernLI805XC • Emporia State University • CO Cohort 10

Welcome! 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

Holds a collection of about 27,000 books, serials, catalogs and a small collection of rare books.

Serves as a resourcefor Denver Art Museum staff, docents, volunteers, interns and researchers.

The Planning TeamThe planning team is made up of

Denver Art Museum Staff, representatives from the art community, and the consulting firm.

LIBRARIAN • Susan Ferrer-VinentCurrently only paid position of the library.

CHIEF CURATOR • Margaret Young-SanchezFormerly 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/

HIGH SCHOOL INSTRUCTOR • Leonardo da VinciHe 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

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.

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Library Out Reach ServicesStrategic Planning Consultants

PROJECT LEADER • Laura Olson

In charge of meeting planning, overall organization and facilitation.

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 Services.

Milestones 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

Timeline Stage 1 • NEEDS ASSESSMENTTIME FRAME: February 1 - March 11,

20103 COMMITTEES:Internal assessment

External (High school teachers)

External (Community college teachers)

 

Timeline, cont… 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

Timeline, cont… 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

Needs AssessmentINTERNAL

Staff survey

EXTERNALAnonymous comment cards

High school and community college art teachers

Needs Assessment, cont…

CONCLUSIONSincreased 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

SWOTStrengths (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

PESTPolitical• 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.

Mission

PROPOSED MISSIONThe DAM Library serves as a specialized

research resource for museum staff, volunteers, visiting scholars, and the

public sphere through internal communication and external outreach.

Vision

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.

Values

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

 

Values, cont…

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

Goals

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).

Goals, cont…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

Goals, cont…

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.

Long Term Goals

Increase paid staff hours to extend library hours and outreach tothe community.

Purchase automated checkout system.

Increase use of innovative technology through social networkingsites.

Budget:

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

Monitoring and Evaluation

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

Future PlanningThe 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…

Future Planning, cont…• 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?

Celebrate!

Celebrate your achievements!

Team Process

Forming: commonalities Storming: recognized strengths Norming/Performing: accountability

and trust Adjourning: big picture

Hats • a la De Bono

Barb=Blue Jen=Green Laura=Yellow