Dam Strategic Plan Final Ppt

8/8/2019 Dam Strategic Plan Final Ppt

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


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On the corner of 14th and Tremont inDenver, Colorado, several blocks from

the Denver Art Museum, lies a relatively

untapped resource of art historicalinformation.

http://www.burningmatches.com/images/photography/artMuseum.jpg


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

Serves as a resourcefor Denver Art Museum

staff, docents,

volunteers, interns

and researchers.


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The planning team is made up ofDenver Art Museum Staff,

representatives from the art

community, and the consulting firm.

LIBRARIAN Susan Ferrer-Vinent

Currently only paid position of the library.


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CHIEF CURATOR Margaret Young-SanchezFormerly the curator of New World Art.

LIBRARY PATRON Clyfford Still HEIS employed as a curator for the DAM. He utilizes

the library on a regular basis and has contact withother DAM staff.

He will assist with internal needs.

http://

www.clyffordstillmuseum.org/


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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 thelibrary.

He will assist with external needs.

http://www.hschamberlain.net/kant/

kant_02_leonardo.html


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COMMUNITY COLLEGE

INSTRUCTOR Frida Kahlo She is an art history teacher

at a local community

college.

Is interested in increasing her students access tothe library and the librarian's expertise.

She will assist with external needs.

http://midorilei.com/

blog/eyebrows-are-important/


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Strategic Planning Consultants

PROJECT LEADER Laura Olson

In charge of meeting

planning, overall

organization and

facilitation.


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SECRETARY Barbara Durland

provides secretarial and organizational skillsto the consulting practice.


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PROGRAM COORDINATORJennifer Dibbern

provides projectcoordination as well

as creative design

for Library Outreach Services.


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June 1, 2010 - Interns & volunteers recruited toextend 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 onbudget approval)

November 21, 2010 - Selection of grant writingconsultant

January 2, 2011 - Completion of grant proposalsand beginning of new strategic plan

January 2, 2011 - Begins the development of newstrategic plan


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Stage 1 NEEDS ASSESSMENTTIMEFRAME: February 1 - March 11, 2010

3COMMITTEES:

Internal assessment

External (High school teachers)

External (Community college teachers)


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STAGE 2 PEST, AND SWOT DOCUMENTS,MISSION, VALUESAND VISION

TIMEFRAME: February 1 - April 15, 2010

STAGE 3 GOALS, OBJECTIVES, ACTIONSTEPSAND EVALUATION PLAN

TIMEFRAME: April 15 - May 15, 2010


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STAGE 4 CREATIONOFPRELIMINARYBUDGETANDCOMPLETIONOFSTRATEGICPLAN

TIMEFRAME: April 15 - May 15, 2010

STAGE 5 IMPLEMENTATION TIMELINETIMEFRAME: May 15, 2010 - January 2, 2011


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INTERNALStaff survey

EXTERNAL

Anonymous comment cards

High school and community college art teachers


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CONCLUSIONS

increased library hours of operation

local high school teachers andcommunity college instructors to haveaccess to and outreach from the DAMlibrary

public patrons part to have increasedaccess to the DAM library


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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


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Political SCFD-Scientific and Cultural Facilities

District (a 1/10 of 1% sales tax used tofund cultural institutions in the Denverarea). IMLS grants. Tourism numbers down, so less money

flowing in to the museum and tricklingdown. Conservative voting due to economy.

Economic General economic trends in Denver.

Increase in consumer spending leadsaway from cultural spending. The Stay-cation andunemployment-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 peopleresearching 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 - visitors

expectations of remote access. Cost of technology.


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PROPOSED MISSION

The DAM Library serves as a specializedresearch resource for museum staff,

volunteers, visiting scholars, and thepublic sphere through internal

communication and external outreach.


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The Vision Statement

The Denver Art Museum library is a

revolutionary resource for art historicalresearch that empowers learning and

places the future growth of visual and

information literacy within reach of our

community.


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RESPECT Respect each user of the library as uniqueand important

Inclusivity and diversity

Confidentiality and privacyETHICSAND INTEGRITY

Promote intellectual freedom Use funds wisely and with transparency

Build trust through honest communications


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DEVELOPMENT The pursuit of knowledge Diverse and quality collections

Assist in the development of information literacyPromote intellectual growth through theparticipation in the arts

COMMUNICATION Within DAM and outreach to community

Solicit feedback regarding our collection and

services Collaboration with DAM employees, stakeholdersand interested community members


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Goal #1 DEVELOPNEWREVENUESTREAMS

OBJECTIVES:

1. Fund-raising gala event (To be held onOctober 1, 2010).

2. With funding from gala, hire a grant-writing

consultant and begin grant procurement(by November 19, 2010).


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Goal #2 DEVELOPPUBLICAWARENESSANDUSEOFTHELIBRARYANDCREATEFUTUREPATRONSOFTHEARTS.

OBJECTIVES:1. Increase public access by extending library hours.

ACTION STEPS:

a. Recruit volunteers and interns to extendlibrary hours-Librarian

b. Advertise library at Denver Art Museum-Project Leader and Librarian


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2. Develop outreach program for high schools and

community colleges.

ACTION STEPS:

a. Discuss outreach with high schoolteachers and university/college instructors

Librarian and HS liaison.

b. Hire Outreach Coordinator-Planning

Committee.


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Increase paid staff hours to extendlibrary hours and outreach to

the community.

Purchase automated checkout system. Increase use of innovative technology

through social networking

sites.


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Item Dollar Amount

Subscriptions 325OCLC Services 1025

Library Supplies 1000

Salary 25500

Online Catalog 1700

Gala Fundraiser 5000

TOTAL $34,550

Denver Art Museum Library Proposed BudgetFiscal Year 2010-2011


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Each committee sends a monthly reportfor review that includes the following:

Summary of the goal(s) Progress on the objectives Progress completed on the action steps


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The planning team will hold a follow-upmeeting with the Strategic PlanningConsultants from Library Outreach

Services, on or about January 2, 2011.

Answers to the following questions will beanswered


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Overall, how does everyone thing theprocess went?

Changes for next time?

Were goals achieved?

What was learned from the Monitoringand Evaluation that was held during theprocess?

Has everyone involved remainedfinancially comfortable since the conclusionof the planning process?


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Celebrate your

achievements!


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

trust

Adjourning: big picture


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Barb=Blue Jen=Green Laura=Yellow

Dam Strategic Plan Final Ppt

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