Dam Strategic Plan Final Ppt
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Transcript of 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