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 

Table of Contents
Table of Contents………………………………………………………………………….2 Introduction………………………………….…………………………………………….3 Our Hopes and Dreams……………………………………………………………………4 The Planning Team………………………………………………………………………..5 Strategic Planning Consultants……………………………………………………………7 Planning Time Line……………………………………………………………………...8 Milestones…………………………………………………………………………………8 Needs Assessment………………………………………………………………………..10 Environmental Scan Library and Community Analysis (SWOT)……………………………………...11 Library and Community Analysis (PEST)……………………………………….12 Mission…………………………………………………………………………………...13 Vision…………………………………………………………………………………….14 Values……………………………………………………………………………………15 Strategic Goals, Objectives, Actions and Measures…………………………………...16 Budget……………………………………………………………………………………19 Implementation Plan……………………………………………………………………..20 Conclusion……………………………………………………………………………….21 Future Planning…………………………………………………………………………..22 References………………………………………………………………………………..23        

LI805XC • Denver Art Museum Library Strategic Plan • Jennifer Dibbern • Barbara Durland • Laura Olson

2

Welcome to the Denver Art Museum Library
 

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 the library, 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

 

LI805XC • Denver Art Museum Library Strategic Plan • Jennifer Dibbern • Barbara Durland • Laura Olson

3

Our Hopes and Dreams
 

At the current time the Denver Art Museum Library’s 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 increase use 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.

LI805XC • Denver Art Museum Library Strategic Plan • Jennifer Dibbern • Barbara Durland • Laura Olson

4

The Planning Team
 

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 with internal 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 DAM on field trips and is interested in increasing his students’ use of the library as well as having outreach to his school by the DAM library. He will assist with external needs such as high school teacher surveys, focus groups, and contacting high school teachers to begin outreach.
http://www.hschamberlain.net/kant/kant_02_leonardo.html

LI805XC • Denver Art Museum Library Strategic Plan • Jennifer Dibbern • Barbara Durland • Laura Olson

5

Community College Instructor:
FRIDA KAHLO is an art history teacher at a local community college. She frequently sends her students to the DAM for assignments and is interested in increasing their access to the library and the librarian's expertise. She is also interested in library outreach to her college. She will assist with external needs such as college teacher surveys and focus groups as well as contacting college instructors for outreach.      

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

LI805XC • Denver Art Museum Library Strategic Plan • Jennifer Dibbern • Barbara Durland • Laura Olson

LI805XC • Denver Art Museum Library Strategic Plan • Jennifer Dibbern • Barbara Durland • Laura Olson

6

Library Outreach Services
 

Strategic Planning Consultants:
Library Outreach Services: a non-profit local strategic planning consulting firm specializing in assisting small libraries. This consulting project will be completed on a pro bono basis for the DAM library.

Project Leader
LAURA OLSON is the project leader for Library Outreach Services.

Secretary
BARBARA DURLAND provides secretarial and organizational skills to the consulting practice.

Project Coordinator
JENNIFER DIBBERN provides project coordination as well as creative design for Library Outreach Services.

LI805XC • Denver Art Museum Library Strategic Plan • Jennifer Dibbern • Barbara Durland • Laura Olson

7

The Planning Timeline
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 of new strategic plan January 2, 2011 – Begins the development of new strategic plan that will focus on hiring of 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 automated checkout system. These next steps are dependent upon new revenue generation from grants.

Planning Stages
STAGE 1—NEEDS 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 surveys
and focus groups.

LI805XC • Denver Art Museum Library Strategic Plan • Jennifer Dibbern • Barbara Durland • Laura Olson

8

STAGE 2 • PEST, AND SWOT DOCUMENTS, MISSION, VALUES AND
VISION 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 3 • GOALS, 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 4 • CREATION OF PRELIMINARY BUDGET AND COMPLETION OF
STRATEGIC PLAN

TIME FRAME: April 15 - May 15, 2010
Committee: Susan, Laura, Jen, Barb

ACTIONS: Proposed budget completed and submitted for approval.

STAGE 5 • IMPLEMENTATION TIME LINE
TIME FRAME: May 15, 2010 - January 2, 2011
Committees: Committee members will vary. See action steps under goals section. Evaluation Time line: Please see evaluation plan.

LI805XC • Denver Art Museum Library Strategic Plan • Jennifer Dibbern • Barbara Durland • Laura Olson

9

Needs Assessment
 

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 membership kiosks 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 determine educational 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 school teachers and community college instructors to have access to and outreach from the DAM library to increase their students’ participation and appreciation of the arts. Focus groups were performed within the schools to brainstorm educational outreach needs and ideas for the library. Furthermore, external surveys consisting of short, anonymous comment 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 DAM library.

LI805XC • Denver Art Museum Library Strategic Plan • Jennifer Dibbern • Barbara Durland • Laura Olson

10

SWOT
 

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 DAM allocation -Separate 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

LI805XC • Denver Art Museum Library Strategic Plan • Jennifer Dibbern • Barbara Durland • Laura Olson

11

PEST
 

PEST!- EXTERNAL FACTORS THAT INFLUENCE THE DENVER ART MUSEUM LIBRARY 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 on necessities leads away from cultural spending • The “Stay-cation” and unemploymenteffects 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

LI805XC • Denver Art Museum Library Strategic Plan • Jennifer Dibbern • Barbara Durland • Laura Olson

12

The Mission Statement
   

EXISTING MISSION
The 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 sphere through internal communication and external outreach.

LI805XC • Denver Art Museum Library Strategic Plan • Jennifer Dibbern • Barbara Durland • Laura Olson

13

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.

LI805XC • Denver Art Museum Library Strategic Plan • Jennifer Dibbern • Barbara Durland • Laura Olson

14

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

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

LI805XC • Denver Art Museum Library Strategic Plan • Jennifer Dibbern • Barbara Durland • Laura Olson

15

Goals, Objectives and Action Steps
   

Goal #1 • D EVELOP
OBJECTIVES:

NEW REVENUE STREAMS .

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 will
provide 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 Committee’s assignments.

RESPONSIBILITY: All members and personnel as
assigned. 2. With funding from gala, hire a grant writing consultant and begin grant procurement.

ACTION STEPS:
a. Recruitment of grant writing consultant

RESPONSIBILITY: Librarian will have researched local
grant writing consultants by November 1, 2010. She will report on the candidates to the strategic planning team by November 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 as
needed.

LI805XC • Denver Art Museum Library Strategic Plan • Jennifer Dibbern • Barbara Durland • Laura Olson

16

Goal #2 • D EVELOP
OBJECTIVES:

PUBLIC AWARENESS AND

USE OF THE LIBRARY AND CREATE FUTURE PATRONS OF THE ARTS .
1. Increase public access by extending library hours.

ACTION STEPS:
a. Recruit volunteers and interns to extend library hours.

RESPONSIBILITY: Librarian will determine appropriate
staff from current pool of volunteers and interns. The new hours will be effective by June 15, 2010. b. Advertise library at Denver Art Museum.

RESPONSIBILITY: -Project Leader will contact DAM's marketing
department 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 the membership 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 needs assessments.

RESPONSIBILITY: Librarian will make school contacts by 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, the
planning committee will begin recruitment of outreach coordinator who will further develop programs with community. The goal will be hiring of outreach coordinator by January 2012. At that time a new strategic plan will be developed to further refine the outreach activities that will be conducted along with review and revision of staffing and budget.

LI805XC • Denver Art Museum Library Strategic Plan • Jennifer Dibbern • Barbara Durland • Laura Olson

17

Long-Term Goals (to be discussed in 2012 after 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.

LI805XC • Denver Art Museum Library Strategic Plan • Jennifer Dibbern • Barbara Durland • Laura Olson

18

Proposed Budget
     

Denver Art Museum Library Proposed Budget Fiscal Year 2010-2011
     

Subscriptions      OCLC Services      Library Supplies    Salary        Online Catalog      Gala Fundraiser    TOTAL     

             

             

325  1025  1000  25500  1700  5000  $34,550 

LI805XC • Denver Art Museum Library Strategic Plan • Jennifer Dibbern • Barbara Durland • Laura Olson

19

Implementation Plan
 

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?

LI805XC • Denver Art Museum Library Strategic Plan • Jennifer Dibbern • Barbara Durland • Laura Olson

20

Conclusions
 

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.

LI805XC • Denver Art Museum Library Strategic Plan • Jennifer Dibbern • Barbara Durland • Laura Olson

21

Looking Into the Future
 

Follow-Up • Strategic Plan Evaluations
Due to the existence of important long-term goals, future strategic plans are figuratively mapped 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 Strategic Planning 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.

LI805XC • Denver Art Museum Library Strategic Plan • Jennifer Dibbern • Barbara Durland • Laura Olson

22

References
  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 and evaluation. Minneapolis, MN: Authenticity Consulting. Stueart, R.D. and Moran, B.B. (2007). Library and information center management. Westport, CT: Libraries Unlimited.

 

LI805XC • Denver Art Museum Library Strategic Plan • Jennifer Dibbern • Barbara Durland • Laura Olson

23