The Dam Plan Final

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
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.
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
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
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.
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.
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.
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.
SWOT

Strengths (Internal) Weaknesses (Internal)

- Attached to a large, established - One employee
organization
-Outdated checkout system
- Dependable catalog system
-No community outreach
- Good collection (27,000 items)
-Budget entirely dependent on DAM
- Excellent databases allocation
- Good reputation and use by DAM staff -Separate from art museum in a locked
- New museum director with new vision building 4 blocks away
-Dependable volunteers
Opportunities
Threats (External)
(External)
- Poor economy
-IMLS grants
- Low museum attendance, decreased
-LSTA grants income and therefore, budget cuts for
-Increased use of interns and volunteers library
-Increased participation in community -Rapidly changing technology--keeping

up with needs of patrons
-Increased use of technology
PEST

PEST!- EXTERNAL FACTORS THAT INFLUENCE THE DENVER ART MUSEUM LIBRARY
Political Economic
• General economic trends in Denver
• SCFD-Scientific and Cultural Facilities
District (a 1/10 of 1% sales tax used to • Increase in consumer spending on
fund cultural institutions in the Denver necessities leads away from cultural
area) spending
• IMLS grants • The “Stay-cation” and unemployment-
effects visitor numbers
• Tourism numbers down, so less money
flowing in to the museum and trickling • Impact of globalization
down
• Conservative voting due to economy
Social
Technological
• DAM demographic
• Replacement technology solutions – i.e.
• Advertising and publicity (presently- 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
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.
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
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, Objectives and Action Steps

Goal #1 • D EVELOP NEW REVENUE STREAMS .
OBJECTIVES:
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 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.
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.
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.
Proposed Budget

Denver Art Museum Library Proposed Budget
Fiscal Year 2010-2011

Subscriptions 325

OCLC Services 1025

Library Supplies 1000

Salary 25500

Online Catalog 1700

Gala Fundraiser 5000

TOTAL $34,550
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?
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.
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.
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.

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The Denver Art Museum Library

Emporia State University

LI805XC • Organizational Theories for Administering Information Agencies

Our Hopes and Dreams……………………………………………………………………4

The Planning Team………………………………………………………………………..5

Strategic Planning Consultants……………………………………………………………7

Planning Time Line……………………………………………………………………...8

Library and Community Analysis (SWOT)……………………………………...11

Library and Community Analysis (PEST)……………………………………….12

Strategic Goals, Objectives, Actions and Measures…………………………………...16

On the corner of 14th and Tremont in Denver, Colorado, several

High School Instructor:

Strategic Planning Consultants:

STAGE 3 • GOALS, OBJECTIVES, ACTION STEPS AND EVALUATION PLAN

STAGE 4 • CREATION OF PRELIMINARY BUDGET AND COMPLETION OF

TIME FRAME: April 15 - May 15, 2010

STAGE 5 • IMPLEMENTATION TIME LINE

Strengths (Internal) Weaknesses (Internal)

-Increased participation in community -Rapidly changing technology--keeping

• Conservative voting due to economy

Ethics and Integrity

Goal #1 • D EVELOP NEW REVENUE STREAMS .

• Increase paid staff hours to extend library hours and outreach to

• Purchase automated checkout system.

• Increase use of innovative technology through social networking

Monitoring and Evaluation

• 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

---What is the anticipated cost of the step?

Follow-Up • Strategic Plan Evaluations

Ferrrer-Vinent, S. (2003). Denver Art Museum Library Collections Development Policy.

Ferrrer-Vinent, S. (2006). Department Profile: Denver Art Museum Library. DAM

McNamara, C. (2006). Field guide to nonprofit program design, marketing and

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