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 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. as a resource for Denver Art Museum staff, docents, volunteers, interns and researchers.

  Serves

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.

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/

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

http://midorilei.com/blog/eyebrows-are-important/

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.

 

 

Strategic 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.

 

extend library hours   June 15, 2010 - New library hours take effect
       
 

June 1, 2010 - Interns & volunteers recruited to September 1, 2010 - Budget approval by

Denver Art Museum budget approval) consultant

October 1, 2010 - Fund raising gala (based on November 21, 2010 - Selection of grant writing January 2, 2011 - Completion of grant proposals
January 2, 2011 - Begins the development of new

and beginning of new strategic plan strategic plan

  Stage 1 • NEEDS ASSESSMENT TIME FRAME: February 1 - March 11, 2010 3 COMMITTEES: Internal assessment External (High school teachers) External (Community college teachers)

  STAGE 2 • PEST, AND SWOT DOCUMENTS, MISSION, VALUES AND VISION

TIME FRAME: February 1 - April 15, 2010
  STAGE 3 • GOALS, OBJECTIVES, STEPS AND EVALUATION PLAN

ACTION

TIME FRAME: April 15 - May 15, 2010

  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

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 access to and outreach from the DAM library public patrons’ part to have increased access to the DAM library

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

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 (presentlynone) • 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, patentscost of subscriptions going up (serials, databases, etc.). • The internet and new media - visitor’s expectations of remote access. • Cost of technology.

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.

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.

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 community members

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).

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 MuseumProject Leader and Librarian

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.

  Increase

paid staff hours to extend library hours and outreach to the community. Purchase automated checkout system. use of innovative technology through social networking sites.

 

  Increase

Denver Art Museum Library Proposed Budget Fiscal Year 2010-2011
Item Subscriptions OCLC Services Library Supplies Salary Online Catalog Gala Fundraiser TOTAL Dollar Amount 325 1025 1000 25500 1700 5000 $34,550

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
 

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…

• 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 your achievements!

  Forming:

commonalities   Storming: recognized strengths   Norming/Performing: accountability and trust   Adjourning: big picture

Barb=Blue

Jen=Green

Laura=Yellow