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.

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

STEPS AND EVALUATION PLAN
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
Opportunities (External)
-IMLS grants
-LSTA grants
-Increased use of interns and volunteers
-Increased participation in community
-Increased use of technology
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
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 Economic
• SCFD-Scientific and Cultural Facilities • General economic trends in Denver.
District (a 1/10 of 1% sales tax used to • Increase in consumer spending leads
fund cultural institutions in the Denver away from cultural spending.
area). • The “Stay-cation” and
• IMLS grants. unemployment-effects visitor numbers.
• Tourism numbers down, so less money • Impact of globalization.
flowing in to the museum and trickling
down.
• Conservative voting due to economy.
Social Technological
• DAM demographic.
• Replacement technology solutions –
• Advertising and publicity (presently-
i.e. scanning equipment.
none)
• Technology access, licensing, patents-
• Large-scale social trends- i.e. new
cost of subscriptions going up (serials,
Clyfford Still museum, so more people
databases, etc.).
researching the artist.
• The internet and new media - visitor’s
• Traveling exhibitions inspiring more
expectations of remote access.
research- i.e. Tut
• Cost of technology.
• Library accessibility-blocks from the
museum.
 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 Museum-

Project 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.
  Increase use of innovative technology
through social networking
sites.
Denver Art Museum Library Proposed Budget
Fiscal Year 2010-2011

Item Dollar Amount

Subscriptions 325
OCLC Services 1025
Library Supplies 1000
Salary 25500
Online Catalog 1700
Gala Fundraiser 5000
TOTAL $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