American Military Museum Library Strategic Plan 2014



American Military Museum Library/ Strategic Plan / 01JAN2014

=Strategic Plan= =Executive Summary= This is the second comprehensive strategic plan for the American Society of Military History’s American Military Museum Library. The Library is a component of the American Military Museum (AMM) and this document represents an ambitious plan to grow the Library into a prominent component of the overall AMM through volunteer efforts and donations.

Vision Statement
We strive to be the essential information center for America’s military heritage through acquiring and preserving a premier military museum research collection enriching the public interest through access, education, and service.

Mission Statement
 The American Military Museum Library preserves the physical story of America’s military heritage and sacrifice. The Library provides (d) educational outreach to public and private institutions, (b) collection, restoration, and preservation of military materials, (c) hands on job training and experience and (d) research assistance.

Six Strategic Goals
These six strategic goals are presented in order of priority. Each goal builds on the previous strategic plan goals in order to achieve the achievable strategic plan outlined in this document. The intent of these goals are to provide tangible activities which, when applied in concert, will move the Library towards the end state of the strategic plan. Recruit, train and retain one thousand Library specific volunteer hours per year. Organize the existing media collection into functional Library and start preparing for new facilities. Teach new skills to Library volunteers. Provide Library-specific capabilities for local military heritage needs. Collaborate with external stakeholders e.g. volunteers, museums, donors, consumers Do not over commit AMM or inadvertently cause harm to the existing museum capabilities.
 * 1) Volunteers
 * 1) Library Facilities
 * 1) Skills Instruction
 * 1) Meet local needs
 * 1) Collaborate
 * 1) <p style="text-indent: 0in; line-height: 200%">Do no harm

Financial and Volunteer Resources
<p class="western" style="text-indent: 0.5in; line-height: 200%">The American Military Museum Library comprehensive budget estimate represents the overall efforts of both the volunteers and the capital outlays estimated to achieve the intent of the strategy. The budget estimates in Table 1, Three year comprehensive budget estimate, represents the volunteer labor and in-kind donations necessary to achieve the goals of the strategic plan. The budget estimate provides the reader with a tangible idea of the level of effort represented by the goals in the strategic plan.

<p style="text-indent: 0in; line-height: 100%; page-break-after: avoid"> Table 1 : Three year in-kind budget estimate <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 100%">

Stakeholders, roles, and responsibilities
<p class="western" style="text-indent: 0.5in; line-height: 200%">The strategic plan stakeholders consist of the museum curator, the board of directors, the Library coordinator, the librarians and the volunteers. The workgroup chair is the Library coordinator. The museum curator provides the overall guidance, and then provides the plan to the board of directors for final approval.

<p class="western" style="text-indent: 0.5in; line-height: 200%">The roles and responsibilities required to ensure successful completion of the Strategic plan consist of the volunteer strategic planning team: which consists of the volunteers who write the strategic plan; the Library coordinator who supervises the creation and review of the plan; and finally, the museum curator who also participates in the review and approval of the plan. The board of directors provides oversight and guidance to the museum curator. Final adaption of the plan takes place at the museum curator’s direction.

<p class="western" style="text-indent: 0.5in; line-height: 200%">The volunteer team is responsible for the management and facilitation of the strategic plan’s progress. The volunteer team creates the underlying data, analysis of the data, developing the vision, mission, goals, and objectives of the plan. The Library coordinator is responsible for the review of the plan and presentation to the museum curator. The plan is prepared for the museum curator, who directly participates as part of the Strategic Planning team to tailor the plan to meet the requirements and to manage expectations.

<p class="western" style="text-indent: 0.5in; line-height: 200%">The target audience of the strategic plan is the potential volunteers, potential grantors, potential benefactors, auditors, and industry professionals evaluating the Library for educational and non-profit investment. The tailoring of the plan will happen every year in support. Each successive version is intended to incorporate the lessons learned from feedback from the target audience.

Strategic Plan Approach
<p class="western" style="text-indent: 0.5in; line-height: 200%">The planning approach follows three major steps. The first is to complete a review of the previous year’s Library strategic plan. The second is to outline information about the AMM Library, its vision, mission statement, and strategic plan will be re-evaluated and incorporated into this strategic plan. Finally, the vision statement, mission statement, goals, and objectives are updated for the Library.

<p class="western" style="text-indent: 0.5in; line-height: 200%">The strategic planning committee will collaborate over email, shared drive space, and face to face meetings to develop the strategic plan. The initial process will be initiated by the volunteer who is responsible for delivering the plan. Thereafter, the plan will be developed following the existing AMM Library processes.

<p class="western" style="text-indent: 0.5in; line-height: 200%">This strategic plan update has been developed over a two week period in December 2013. The plan is to be submitted to the museum curator. The museum curator provides feedback and review, intended for incorporation into the final version of the plan. The final version is intended for submission to the museum curator for approval.

<p class="western" style="text-indent: 0.5in; line-height: 200%">The Library strategic plan fits into a bigger ASMH strategic planning process, the Non-Profit Marketing Plan. This is the plan the ASMH follows to develop the strategic plan for the American Military Museum (AMM) and for the society itself. This plan is updated periodically, and the updates to AMM Library plan are due as a component of the AMM plan one month before the production of the ASMH Museum Non-Profit Marketing Plan. This is the third iteration of the strategic plan inputs for the AMM Library.

<p class="western" style="text-indent: 0.5in; line-height: 200%">The AMM Library strategic plan is a 100% volunteer activity. The staff, equipment, and funding for all activities is completely conducted by volunteers and takes place with sanction but without direct financial support of the ASMH or the AMM. The museum curator has graciously provided facilities and oversight for the process.

<p class="western" style="text-indent: 0.5in; line-height: 200%">The AMM Library strategic plan covers a 12 month, 36 month, and 60 month period of performance. The plan follows the calendar year in order to stay in accordance with the Museum’s financial system. Updates to the strategic plan will be conducted periodically in support of the ASMH NMP process. No specific barriers to completion are identified at this point.

<p class="western" style="text-indent: 0.5in; line-height: 200%">There are five key success factors for the AMM Library strategic plan. The first is the identification and coordination of efforts with the overall American Military Museum objectives. The second is the external publication of efforts of the AMM Library to solicit greater interest and support for the Library function. The third is to provide hands on job training and experience. The fourth is to facilitate educational outreach to public and private institutions. The fifth is to tell the story of the great sacrifice required for a successful national defense. The primary obstacles to success are the lack of direct funding for the Library, the lack of resources to follow through on the development the plan, and the low visibility of the Library function within the overall museum operations.

<p class="western" style="text-indent: 0.5in; line-height: 200%">The 2014 strategy is to complete the cataloging of the materials in the Library and expand the electronic capabilities of the Library. Under the previous 2012-13 strategy of “quick wins”, the Library volunteers inventoried the B-1 Library building, moved archive materials to the B-3 Archives building, setup the Koha integrated Library system, and recruited volunteers.

<p class="western" style="text-indent: 0.5in; line-height: 200%">The planning process is focused on realistic goals over a twelve month period, stretch goals over the three year period, and long range goals in the five year period, all of which are intended to be achievable by volunteers. The planning process is governed by the existing volunteer approach used by the museum. The planning process is limited to a two week period for the update of the plan, and then an annual year review process to update and provide additional feedback from stakeholders.

<p class="western" style="text-indent: 0.5in; line-height: 200%">The most realistic goals of this strategic plan are getting the collection cataloged, volunteers recruited, and the archive system created. Other goals are highly dependent on the recruitment of interested volunteers and the ongoing involvement of the museum staff in the process.

Authors
<p class="western" style="text-indent: 0.5in; line-height: 200%">The primary author of this plan is John Palmer (MLS 2013), the volunteer Technical Services Librarian. Ongoing review and input is provided by Daisy Nip, Library Coordinator, Stephanie Chavez, volunteer Head Librarian at ASMH, and Craig Michelson, Museum Curator at ASMH.

<p class="western" style="text-indent: 0.5in; line-height: 200%">In future versions of this strategic plan, the authors will be the volunteers for the Strategic Planning committee. They are ultimately responsible for updating and changing this plan, based on the feedback from the target stakeholders and the museum itself. The review process should follow the process outlined in the Strategic Plan Approach. The final version is approved by ASMH’s museum curator and presented to the curator for approval. Optimally, external reviewers will review the plan.

Review Process
<p class="western" style="text-indent: 0.5in; line-height: 200%">The review process is conducted every year months. The oversight for the plan review will be provided by the Library Coordinator, who has the responsibility for presenting the plan to the museum curator every year. The review authority is the AMSH Museum curator.

<p class="western" style="text-indent: 0.5in; line-height: 200%">The measures of performance of the plan are provided within the specific objectives and performance section for each service area. Each of these areas provides the specific criteria for the success of each portion of the strategic plan. During the review process, each of the criteria shall be reviewed and a determination will be made of the success of the plan. Conducting the measurement of progress is the responsibility of the volunteers conducting the activity and the specific instrumentation of the process is considered a portion of the activity itself. Reporting of the measurements on a quarterly basis in the form of a written progress report shall form the basis of the reporting. Adjustments to the strategic plan shall be addressed during the annual review cycle following the strategic plan acceptance.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 100%">

=Current Situation=

American Military Museum
<p class="western" style="text-indent: 0.5in; line-height: 200%">The American Military Museum, known affectionately as Tankland, is in its 52th year of operations. Since 1962, ASMH has dedicated its existence to the preservation of the nation’s military history. The museum is both a tribute to and recognition of the previous generations who have dedicated their lives for the national defense. The museum is 100% funded out of contributions and volunteer labor and has been a Section 501(c)(3) California Non-Profit Educational Corporation continuously since 1965.

<p class="western" style="text-indent: 0.5in; line-height: 200%">The museum is located at a 7.5-acre site in the Los Angeles County Whittier Narrows Recreational Area complex, 1918 Rosemead Boulevard in the city of South El Monte, California. The large outdoor museum exhibits area has over 170 military vehicles on display. The museum is the life work of Donald Michelson, a World War II Quartermaster Officer, who opened his military museum at the Exposition Park Armory, across from the University of Southern California in September, 1962. Later the museum moved to the Reserve center in Bell, California, and then in 1978 to its current site.

<p class="western" style="text-indent: 0.5in; line-height: 200%">The museum Library, available by appointment only, maintains arguably one of the largest military research collections. The collection is estimated at over 30,000 books, technical and field manuals, and 5700 periodicals, ranging from the civil war to the present day. The collection consists of not only Department of Defense materials, but also defense contractor and veteran collections of materials, photographs, blueprints, accounts, video tapes, audio recordings, DVDs, and facility plans.

<p class="western" style="text-indent: 0.5in; line-height: 200%">ASMH is organized as a Section 501(c)(3) California Non-Profit Educational Corporation. As shown in Figure 1. ASMH Museum Organizational Chart, ASMH is controlled by a board of directors, which consists of a president, a vice president, a treasurer, and two board members. Craig Michelson, the museum curator, also serves as vice president of the board. The museum curator has an independent Advisory Committee which consists of over 25 subject matter experts in various fields including lawyers, accountants, professors, military advisors, and technical subject matter experts. Additionally, a Friend of the Museum organization is being considered to help the museum. The museum is operated by volunteers and individuals who are serving community service under alternative sentencing.

Museum Library Stakeholders
<p class="western" style="text-indent: 0.5in; line-height: 200%">There are twelve identified stakeholder groups that represent the overall context of the Library vision, mission, and strategic plan. This group includes (1) ASMH Museum curator; (2) ASMH board of directors; (3) volunteers; (4) patrons of the museum; (5) those who require the unique equipment and knowledge available at the museum; (6) municipal, (7) county, (8) state, (9) federal government agencies, (10) non-profit organizations, (11) private businesses, (12) and academia.

<p class="western" style="text-indent: 0.5in; line-height: 200%">The key stakeholders are the ASMH Museum curator, the ASMH Directors, the Library coordinator, the head librarian, and the volunteers. The key external stakeholders include the patrons of the museum, commercial, government, and academia. Their common interests include access to the information within the Library for technical and scholarly interests. We do not have identified mandated responsibilities, but do have the informal mandate to meet our vision, mission, and objectives within the guidelines of the museum.

Current Status
<p class="western" style="text-indent: 0.5in; line-height: 200%">The efforts of the museum are primarily undertaken by the museum volunteers, this is the key to the long term success of the museum. The strategy taken by the curator is to provide a success oriented framework for the volunteers through delegation of authority, and allowing projects to evolve under the volunteer’s responsibility. The museum has found that people’s voluntary contribution of effort and project management has resulted in significantly better results than direct management of the volunteers by the museum curator because "People work on projects because they love working on them".

<p class="western" style="text-indent: 0.5in; line-height: 200%">This approach makes museum operations “bottoms up” collaborative effort rather than a top down implementation. The goals are that of the volunteers as long as they stay within the framework of the vision and mission of the overall museum in general. For example, the featured vehicle is a M551 Sheridan Airborne Assault Vehicle which consisted of an effort that combined the efforts of multiple volunteer project teams. This objective, stayed within the overall mission of ASMH. However, the definition of the goal, the overall strategy, and project execution was completed by the volunteers themselves.

<p class="western" style="text-indent: 0.5in; line-height: 200%">The curator balances the desires of the volunteers within the framework of the museum’s goals and objectives. Through encouragement and good natured cajoling, the volunteers provide feedback to the museum curator on the process of their projects. The curator, in turn, relays the information to the independent advisory committee and board of directors in the form of stories about the projects. The museum curator solicits feedback from the stakeholders and provides that feedback to the volunteers in the form of good natured approval and ribbing. In some cases, the museum curator helps the volunteers decide to pursue other activities or even put a stop to the activities based on the feedback from the board, the independent advisory committee, and his own management decisions. The museum curator has wide authority on the specific implementation of the plan, which he delegates to the project specific volunteers.

<p class="western" style="text-indent: 0.5in; line-height: 200%">Formal business management techniques have been found "to be less than successful" in a 100% volunteer environment over the long term. This is because the vast majority of resources are not directly under the control of the ASMH museum; they are in the hands of the volunteers. Standard business approaches drive volunteers away from the museum, and in such, ASMH has adapted a volunteer project focused approach to strategic planning.

<p class="western" style="text-indent: 0.5in; line-height: 200%">AMM Library coordinates with the ASMH Museum under the direction of the museum curator. The AMM Library operates in direct support of the ASMH Museum. The AMM Library does not have direct relationships with external agencies, but works on the behalf of and within the framework provided by the ASMH and the American Military Museum.

<p class="western" style="text-indent: 0.5in; line-height: 200%">The technology infrastructure of the AMM Library consists of an Integrated Library System server running Koha library software, three laptops, and a color laser printer. The technology infrastructure operates in conjunction with the ASMH Museum infrastructure. The museum curator has asked for the AMM Library to operate portions of the ASMH infrastructure which are operating in direct support of the AMM Library objectives.

<p class="western" style="text-indent: 0.5in; line-height: 200%">Specifically, the Library content of consists over 30,000 books, technical and field manuals, and 5700 periodicals, and ranges from the civil war to the present day. The collection consists of not only Department of Defense materials, but also defense contractor and veteran collections of materials, photographs, blueprints, accounts, video tapes, audio recordings, DVDs, and facility plans.

<p class="western" style="text-indent: 0.5in; line-height: 200%">This is the third strategic plan for AMM Library, all assumptions and goals are valid as of January 2014. It is assumed the assumptions and goals will be revisited during the annual planning cycle. No other entity is conducting strategic planning for the AMM Library, but there is an ongoing NMP re-plan periodically at the ASMH museum.

<p class="western" style="text-indent: 0.5in; line-height: 200%">There are other military museums and military libraries which are doing similar activities. Each has a focus which is dissimilar to the focus of restoration and preservation of American military heritage and the vehicle based focus of ASMH. There are opportunities to work cooperatively with the other entities, but this area will need to be addressed once there is sufficient organizational maturity to successfully work with other entities.

<p class="western" style="text-indent: 0.5in; line-height: 200%">AMM Library does not currently participate in any federal, state, or local Library initiatives. To date, no existing federal, state, or local initiative provides funding support for the AMM or the Library efforts. However, this is an area which needs to be explored and added to the efforts of the AMM Library.

User Demographics
<p class="western" style="text-indent: 0.5in; line-height: 200%">The museum user attendance demographics have changed over the last seven years since the last formal analysis was conducted in the 2005 NMP. In summary, the attendance is approximately the same in volume, but the type of attendees has shifted. As shown in Figure 2. Attendance by age group; 49.9% of the attendees are adults, but this is not the specific target demographic of the museum. The targeted veteran and child population is approximately 28% of the total museum visitors, with the remaining ones being unclassified visitors, free admittance, or juniors.

<p class="western" style="text-indent: 0.5in; line-height: 200%">The museum patronage is primarily local, with a vast majority of visitors coming from local zip codes. However, the distribution of the zip codes is larger than the six cities directly around the museum Library and appear to follow Interstate 5, Interstate 710, and the State Highway 60, which implies the destination is one which is worth traveling up to 30 miles, but not sufficient to draw a significant population from a larger radius. The implication is that attendance is focused from easy access locations and patrons are less likely to have a higher disposable income. Freeway access appears to also influence the visitors, as places with easy freeway access are disproportionally represented within the 30 mile radius of the museum.

<p class="western" style="text-indent: 0.5in; line-height: 200%">The existing museum NMP, vision, and mission statement have a focus on local participation. However, as shown by plots by zip code, the majority of visitors are coming from a larger area including the San Gabriel Valley, San Fernando Valley, and Los Angeles Basin, primarily from lower income areas away from the higher income coastal locations. This implies the visitor population is primarily in a lower income bracket or may represent a lower educational level. Both suggest that an opportunity exists to grow interest in the Museum through the incorporation of a Library function by exploiting an untapped demographic.

<p class="western" style="text-indent: 0.5in; line-height: 200%">The six communities which adjoin the museum Library consist primarily of Hispanic (50%) and Asian (40%) with all other races consisting less than 10% of the entire population in 2010. As shown in Table 2 Population demographics of six adjoining communities, the communities have a foreign-born population significantly above the state average, lower than average level of education, and a median household income below the state average. This represents a significant change in the last 7 years since the last survey of demographics was conducted.

<p style="text-indent: 0in; line-height: 100%; page-break-after: avoid"> Table 2. 2012 Population demographics of six adjoining communities <p class="western" style="text-indent: 0.5in; line-height: 200%">The general decrease in population in the adjoining area represent a shift in demographics from the 2000 census data, from a higher income, higher education population to a lower income, lower education population. From the museum Library perspective, the impact is that the emphasis on American military heritage appears not to appeal to a target demographic within the local community. June 2012 local patronage by zip code have revealed a majority of people who visit come from the Los Angeles Basin, a significant portion of users come from the local community.

<p class="western" style="text-indent: 0.5in; line-height: 200%">Population demographics of six adjoining communities show a significant shift to a foreign born population, the census reporting over 90% of the population is of Asian or Hispanic within the six adjoining cities. The focus on American military heritage and the lack of emphasis on military heritage in general may have reduced the overall interest of people living within the local area around the museum Library. An expanded emphasis on Hispanic and Asian military heritage may increase community support and community involvement.

<p class="western" style="text-indent: 0.5in; line-height: 200%">There are over 120 schools within the six adjoining communities with an active combined school population of over 50,000 students. This represents a significant target demographic for the museum Library and will assist in meeting the academic goals of the museum Library. The combination of a majority of foreign born residences with the under representative population of junior and child attendance suggest an expansion in focus to a more representative set of military heritage is warranted.

<p class="western" style="text-indent: 0.5in; line-height: 200%">Expanding the scope to the visitors from outside of the southern California area, it appears that a small number of greater California visitors from the Bay Area and from locations within the Midwest and Seattle area have also visited the museum. This expanded demographic may be because of the recent participation of the Museum in TV productions such as Storage Wars and in publicity shoots on ESPN for The Expendables II. These visitors bode well for the ongoing growth and influence of the museum.

<p class="western" style="text-indent: 0.5in; line-height: 200%">Nationwide, the interest is focused primarily in the western, Midwestern and southern states. The interest is limited, consisting of less than 10% of the total visitations in the month of June. However, it represents an underserved population that would want to access the media assets remotely without the added expense and travel costs. This fact bodes well for the museum Library, as the media assets contained within the collection are in limited circulation in more traditional Library systems and represent a significant opportunity for expansion.

Strengths and Weaknesses
<p class="western" style="text-indent: 0.5in; line-height: 200%">AMM Library is a dynamic organization operating within the boundaries of a 52 year old volunteer organization which has a real set of strengths and some weaknesses to overcome. This section outlines the self-identified strengths and weaknesses which make up the components from an internal environmental scan. The capabilities identified here are initial in scope and shall be further refined within the process of the AMM Library strategic planning process. Used in concert with the following Opportunities and Threats, the overall environmental scan provides the inputs to the Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis and resulting strategies.

<p class="western" style="text-indent: 0.5in; line-height: 200%">

<p class="western" style="text-indent: 0.5in; line-height: 200%">An initial strengths and weaknesses analysis conducted in the NMP provides an initial scope of the effort. This analysis spotlights the Library functionality and the volunteers currently working on the Library project.

<p style="text-indent: 0in; line-height: 100%; page-break-after: avoid"> Table 3. ASMH Museum Library Strengths and Weaknesses <p class="western" style="text-indent: 0.5in; line-height: 200%">

Opportunities and Threats
<p class="western" style="text-indent: 0.5in; line-height: 200%">This analysis spotlights the Library opportunities and highlight areas that threaten the Library project.

<p style="text-indent: 0in; line-height: 100%; page-break-after: avoid"> Table 4. Library opportunities and threats <p class="western" style="text-indent: 0in; line-height: 115%">

<p class="western" style="text-indent: 0in; line-height: 115%">SWOT Matrix

<p style="text-indent: 0in; line-height: 100%; page-break-after: avoid"> Table 5. SWOT Matrix <p class="western" style="text-indent: 0in; line-height: 115%">

Identified Strength Opportunities Strategies
<p class="western" style="text-indent: 0.5in; line-height: 200%">Using the SWOT analysis process, the following Strength Opportunities have been identified and should be a good fit for the AMM Library: <p class="western" style="text-indent: 0in; line-height: 115%">
 * <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Highly motivated volunteers improve social media marketing, improving cash flow
 * <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Graduate level volunteers improve historical material preservation, expanding the collection
 * <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Volunteers with grant development experience win grant monies, improving cash flow
 * <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Volunteers pursue collaboration with external entities and vendors, improving capabilities and marketing
 * <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Volunteers can train people on skilled positions in the Library, meeting education objectives
 * <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Recent computer systems and labeling systems donations provide opportunities to learn new skills

Identified Weakness Opportunity Strategies
<p class="western" style="text-indent: 0.5in; line-height: 200%">Using the SWOT analysis process, the following Weakness Opportunities have been identified and help overcome AMM Library weaknesses to pursue opportunities: <p class="western" style="text-indent: 0.5in; line-height: 200%">
 * <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Volunteers can learn skills to develop and operate the Library system of organization, inventory of collection, and improving the collection storage areas, providing job training and better Library operations
 * <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">The opportunity to improve collaboration with external entities can increase access to paid and volunteer staff, providing collaboration synergies
 * <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">New funding generation opportunities can overcome the lack of budget, increasing operating and special project funds
 * <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Collaboration with external entities and vendors can improve the book storage environmental conditions, improving the collaboration with external entities by showcasing book environmental conditions positively
 * <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Media and book preservation can overcome the damaged books and improper storage of materials, preserving historical materials
 * <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Volunteer positions can allow for Library operation without detracting from museum operations, improving the overall museum experience for the public
 * <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Library specific information collection helps to improve marketing to entertainment companies, improving operating cash flow

Identified Strength Threat Strategies
<p class="western" style="text-indent: 0.5in; line-height: 200%">Using the SWOT analysis process, here are the following ways the AMM Library can use its strengths to reduce its vulnerabilities to external threats: <p class="western" style="text-indent: 0in; line-height: 200%">
 * <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Using our highly motivated volunteers to reach out to other museums and incorporate them into our Library strategy, increasing the impact of any grant money
 * <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Calling our widely experienced volunteers to make sure we remain eligible for grants, making it easy to provide grant money to the organization
 * <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Avoid museum failures by conducting research into why other museums with libraries failed and our leverage our wide industry experience to not repeat them, providing lessons learned to management and staff
 * <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Use the highly motivated volunteers to recruit new volunteers for the Library and the museum, providing a larger labor pool for ASMH

Identified Weakness Threat Strategies
<p class="western" style="text-indent: 0.5in; line-height: 200%">Using the SWOT analysis process, here is a defense plan to prevent weaknesses from making AMM Library susceptible to external threats <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 100%">
 * <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Improve the Library collection operation capabilities and provide the services collaboratively to competitor museums, reducing the number of potential grant competitors and improving our grant win chances
 * <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Learn from previous museum Library failures to improve the services, media and collections, reducing the risk to the organization
 * <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Develop fund raising capability to increase resources to both the Library and museum, resulting in improved cash flow
 * <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Improve grant eligibility by demonstrating Library and collection operations, resulting in improved cash flow
 * <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Expand the overall collection to represent non-American military heritage for Hispanic and Asian stakeholders

=Vision Statement= <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">The American Military Museum Library’s vision statement is:

<p class="western" style="margin-left: 0.5in; text-indent: 0in; margin-bottom: 0in; line-height: 200%">We strive to operate and develop an essential information center for America’s military heritage through acquiring, documenting, and preserving a premier military museum research collection, thereby enriching the public interest through access, education, and service.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Our vision amplifies and supports the existing vision statement of the American Military Museum vision statement:

<p class="western" style="margin-left: 0.5in; text-indent: 0in; margin-bottom: 0in; line-height: 200%">“Operation and Development of military museum documenting America’s military heritage for the public interest and educational purposes.”

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">In table 6 Vision Statement mapping below, the ASMH Museum’s vision statement is compared to the AMM Library vision statement.

<p style="text-indent: 0in; line-height: 100%; page-break-after: avoid"> Table 6. Vision statement mapping <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">

<p class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">The vision outlines a very specific set of capabilities which directly support the activities of the larger museum, yet provide for very specific guidance on the vision of the Library and its function. Of note, the coupling of access, education, and service to becoming an essential information center and a premier military museum research collection are key to the vision and support the overall vision of the ASMH museum. A further analysis of the AMM Library Vision statement against the criteria for vision statements in Table 7 Analysis of Vision Statement against Vision Statement Criteria demonstrates the vision meets or exceeds all the requirements for a good vision statement.

<p style="text-indent: 0in; line-height: 100%; page-break-after: avoid"> Table 7. Analysis of Vision Statement against Vision Statement Criteria <p class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 100%">

=Mission Statement= <p align="JUSTIFY" class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">The American Military Museum Library’s mission statement is:

<p align="JUSTIFY" class="western" style="margin-left: 0.5in; text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">''The American Military Museum Library strives to promote learning, discovery, and community involvement in the development, preservation, restoration, and maintenance of America’s military heritage. We serve people of all ages, backgrounds, and needs, as well as those who require the unique equipment and knowledge available at an operating museum Library. We instill the public with a love of learning about America’s military heritage while preserving the physical story of America’s military history. To this end, the Library provides (a) research assistance, (b) collection, restoration, and preservation of military materials, (c) hands on job training and experience (d) educational outreach to public and private institutions and (e) telling the story of the great sacrifice required for a successful national defense.''

<p align="JUSTIFY" class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">Our mission statement amplifies and supports the existing vision statement of the American Military Museum’s vision statement:

<p align="JUSTIFY" class="western" style="margin-left: 0.5in; text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">“''Operating and developing a military museum located on a seven acre park and open to the public, the museum tells the story of America’s military history. There is a restoration program for the refurbishment of military vehicles, tanks, and equipment for exhibition. The membership development program includes activities at the museum, involvement with schools, participation in Southern California veteran events, and Los Angeles County’s summer job training program.”''

<p align="JUSTIFY" class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">In Table 8 Relationship to Museum Vision Statement below, the ASMH Museum’s mission statement is compared to the AMM Library mission statement.

<p style="text-indent: 0in; line-height: 100%; page-break-after: avoid"> Table 8. Relationship to Museum Vision Statement <p align="JUSTIFY" class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">

<p align="JUSTIFY" class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">The mission statement outlines a very specific set of missions which directly support and amplify the activities of the larger museum, yet provide for very specific guidance on the missions and subsequently the goals of the Library and its function. As detailed in the analysis in Table 9 Analysis of Mission Statement against Mission Statement Criteria below, the mission statement meets and exceeds the criteria for a good mission statement.

<p style="text-indent: 0in; line-height: 100%; page-break-after: avoid"> Table 9. Analysis of Mission Statement against Mission Statement Criteria <p align="JUSTIFY" class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 100%">

=Strategic Focus= <p class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">Based on the analysis of the strengths, weaknesses, opportunities, threats, and user demographics, our strategic efforts focus on the six specific areas. These strategic efforts are prioritized in order of emphasis in order to provide guidance to the reader of the plan.

<p class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">The primary focus is on recruiting, training, and retaining volunteers. The focus on volunteers allows the museum Library to have the staffing necessary to accomplish the basic five functions that support the vision and the mission statement. This effort consists of providing a supportive environment for volunteers to learn new jobs skills, collaborate with external agencies, and develop grants for the museum Library in order to fund the initiatives outlined in the strategic plan.

<p class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">The second focus is to expand the media collection organization. The bulk of the work considered for the volunteers will be focused around this activity. There are multiple opportunities in this area, including improving the book storage area and environmental condition, improving and expanding the collection, preserving, digitizing, and archiving the collection, and even creating the entire organizational system for the Library.

<p class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">The third strategic focus is teach new skills, whether from Library science skills, computer operation and programming, grants development, or even strategic planning. The volunteers can learn skills while they operate Library system, inventory the collection, and improve the collection storage areas. The job skills focus also meets the educational objectives in the vision statement.

<p class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">The fourth strategic focus is to focus on the local population needs. With over 90% of the residences of the local area from Asian and Hispanic backgrounds, the focus on the Library needs to expand to reach out to this population in order to meet the needs of the public good. This includes the development of multi-lingual materials, expanding the focus to include other military heritages and languages in the collection.

<p class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">The fifth strategic focus is to collaborate with external agencies, including the Department of Defense, the movie studios, television productions, or other museum libraries. This includes organizationally learning how to write and win grants. This is supported by a strong interest in learning how to write and win grants has been expressed by the volunteers.

<p class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">The sixth and final strategy is to avoid over-committing the ASHM or the AMM. As shown by the volume of work in each of the areas, each of these could easily overtax the museum. Other museums have failed when they have branched into Library operations, so the Library volunteer staff will need to leverage their skills to avoid the pitfalls of over-commitment.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 100%">

=Goals and Objectives= <p class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">To implement the vision and mission of the AMM Library, it is necessary to provide a specific set of missions, identify the organizational structure to act on the mission, provide each one, three, and five year goals, outline the first year of objectives, and finally provide performance measurements for the organizations over a period of one, three, and five years. The purpose of this section is to outline the organization of the AMM Library in a structured format and explore how each of these organizational units will implement the vision and mission of the organization.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">

Organization of the AMM Museum Library
<p class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">The AMM Library is mission organized around sectional tasks. The five missions of the AMM Library include Collection, Research, Preservation, Access, and Service, each of them having a corresponding organizational section. As show in Figure 7 Organization of ASMH Museum Library, each of these major areas contains the functionality of the AMM Library. This provides the framework for the specific mission assigned to each organizational section and allows them to pull resources from the volunteer and museum work pool. The organization is matrix organized, with a portion of labor coming from the ASHM Museum work pool and the AMM Library specific volunteer services. This matrix organization allows for the maximum flexibility in deployment of labor and meets the mission of hands on job training and experience.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%; page-break-after: avoid">

<p style="text-indent: 0in; line-height: 100%"> Figure 2. Organization of AMM Library

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 100%">

=Collection Section= <p class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">The Collection Section is the component of the Library responsible for the entire lifecycle of Library asset sustainment. Volunteers who work in this section are focused on the creation, development, maintenance, sustainment, and disposal of Library media assets.

Mission
<p class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">To provide users seamless and simple access to our premier military heritage media collection while executing three concurrent missions: (1) media acquisition, evaluation, cataloging, processing, maintenance, and shelving; (2) maintaining special collections of unique media and knowledge sources; (3) soliciting and processing Library media donations; all while following a clear, concise, correct, and coherent asset sustainment lifecycle.

Goals
<p class="western" style="text-indent: 0in; line-height: 115%">Year 1 <p class="western" style="text-indent: 0in; line-height: 115%">Year 3 <p class="western" style="text-indent: 0in; line-height: 115%">Year 5
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Inventory, catalog, process, existing media inventory into the main and special collections
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Create donation solicitation process by identifying three potential ongoing donation sources
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Automate asset sustainment lifecycle
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Process 100% of main collection into digital media format
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Refine donation solicitation process by identifying, cultivating, and sustaining nine ongoing donation sources
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Provide federated asset sustainment services to other museum libraries
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Process 100% of all assets into digital media formats for remote access
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Refine donation solicitation process by identifying, cultivating, and sustaining twelve ongoing donation sources

Year One Objectives

 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Expand Library information system to support digital archives
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify and create instrumentation for automated data collection on lifecycle process to insure clear, concise, correct, coherent assessment of performance
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Inventory, catalog, process existing media sources into asset lifecycle management system
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Create and integrate media asset donation management system

Collection Section Performance Measures
<p style="text-indent: 0in; line-height: 100%; page-break-after: avoid"> Table 10. Collection Section Performance Measures <p class="western" style="text-indent: 0in; line-height: 115%">

<p class="western" style="text-indent: 0in; line-height: 115%">Basis of Estimate

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Task Description

<p class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">This basis of estimate outlines the specific tasks in order to achieve the Year One objectives. Each of the tasks associated with the objectives are outlined in general terms here. The detailed planning, scheduling, and delivery schedule for each of the tasks is left to the volunteers who manage and implement the project.

<p class="western" style="text-indent: 0in; line-height: 115%">Initial Year One objectives: <p style="text-indent: 0in; line-height: 100%; page-break-after: avoid"> Table 11. Collection Section Basis of Estimate <p class="western" style="text-indent: 0in; line-height: 115%">
 * 1) <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify specific asset lifecycle management process
 * 2) <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify and implement Library information system to support media lifecycle
 * 3) <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify and create instrumentation for automated data collection on lifecycle process to insure clear, concise, correct, coherent assessment of performance
 * 4) <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Inventory, catalog, process existing media sources into asset lifecycle management system
 * 5) <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Create and integrate media asset donation management system

<p style="text-indent: 0in; line-height: 100%; page-break-after: avoid"> Table 12. Collection Section Labor Hour Estimate <p class="western" style="text-indent: 0in; line-height: 115%">

Other Direct Costs Summary
<p class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">Where possible, the Library will use open source, donated resources, and volunteer services. However, for planning purposes, an estimated valuation of the BOM is provided for management oversight.

<p style="text-indent: 0in; line-height: 100%; page-break-after: avoid"> Table 13. Collection Section Bill of Materials <p class="western" style="text-indent: 0in; line-height: 115%">

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 100%">

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 100%; page-break-before: always">

Research Section
<p class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">The Research Section is the component of the Library responsible for research products and coordination. Volunteers who work in this section are focused on the creation, development, maintenance, marketing, and coordination of research related products and services.

Mission
<p class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">To provide researchers seamless and simple access to our premier military heritage media collection while executing three concurrent missions: (1) reference services; (2) creating and coordinating historical, technical, and scholarly research products; (3) maintaining, marketing, and coordinating research products for delivery to museum, industry, government, and individual researchers.

Goals
<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Year 1 <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Year 3 <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Year 5
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify, create, and maintain reference services for research access
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify, create, and maintain one significant research product line
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Market and coordinate delivery of one significant research product to a museum, industry, government or individual researcher.
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Automate routine reference service inquiries
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify, create, and maintain three significant research product lines while developing the existing research product line.
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Market and coordinate delivery of four significant research products to museum, industry, government or individual researchers.
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Automate remote routine reference services inquires across multiple museum service clients
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify, create, and maintain ten significant research product lines while developing the existing four research product lines.
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Market and coordinate delivery of fourteen significant research products to museum, industry, government or individual researchers.

Year One Objectives

 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify and create reference system and train reference researchers
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify and implement Library information system to support reference and research cycle
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Develop research product line process by identifying single subject, i.e. technical Library assets for a restoration project and providing to restoration operations
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify, market, and arrange delivery of research product to single external entity

Research Section Performance Measures
<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">

Task Description
<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">This basis of estimate outlines the specific tasks in order to achieve the Year One objectives. Each of the tasks associated with the objectives are outlined in general terms here. The detailed planning, scheduling, and delivery schedule for each of the tasks is left to the volunteers who manage and implement the project. <p style="text-indent: 0in; line-height: 100%; page-break-after: avoid"> Table 14. Research Section Basis of Estimate <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">
 * 1) <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify and create reference system and train reference researchers
 * 2) <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify and implement Library information system to support reference and research cycle
 * 3) <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Develop research product line process by identifying single subject, i.e. technical Library assets for a restoration project and providing to restoration operations
 * 4) <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify, market, and arrange delivery of research product to single external entity

<p style="text-indent: 0in; line-height: 100%; page-break-after: avoid"> Table 15. Research Section Labor Hour Estimate <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">

Other Direct Costs Summary
<p class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">Where possible, the Library will use open source, donated resources, and volunteer services. However, for planning purposes, an estimated valuation of the BOM is provided for management oversight.

<p style="text-indent: 0in; line-height: 100%; page-break-after: avoid"> Table 16. Research Section Bill of Materials <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 100%">

Preservation Section
<p class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">The Preservation Section is the component of the Library responsible for preserving, archiving, and digitizing media assets. Volunteers who work in this section are focused on the creation of unique and cost effective preservation, archiving, and digitization processes.

Mission
<p class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">To provide seamless and simple preservation of our premier military heritage media collection while executing three concurrent missions: (1) cost effectively preserving and archiving existing media assets; (2) creating unique and capable preservation, archiving, and digitization tools, processes, and capabilities; (3) maintaining, marketing, and coordinating preservation, archiving, and digitization products for delivery to museum, industry, government, and individual customers.

Goals
<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Year 1 <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Year 3 <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Year 5
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify, create, and maintain preservation, archiving and digitization services for media assets
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify, create, and maintain one preservation, archiving, or digitization product
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Market and coordinate delivery of one significant preservation, archiving, or digitization product to a museum, industry, government, or individual customers.
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Automate routine preservation, archiving, and digitization processes
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify, create, and maintain a single preservation; one archiving; and one digitization product lines while refining the existing research product line.
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Market and coordinate delivery of four significant product lines to museum, industry, government or individual customers.
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Automate remote routine preservation, archiving, and digitization capabilities across multiple clients as a service
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify, create, and maintaining four preservation; four archiving; and four digitization products under the product lines while refining the four existing products in production.
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Market and coordinate delivery of sixteen significant preservation, archiving, and digitization products to museum, industry, government or individual customers.

Year One Objectives
<p style="text-indent: 0in; line-height: 100%; page-break-after: avoid"> Table 17. Preservation Section Performance Measures <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 100%">
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify and create preservation, archiving, and digitization system and train preservation, archiving, and digitization volunteers
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify and implement information system to support preservation, archiving, and digitization
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Develop a single preservation, archiving, or digitization product line by identifying single subject, i.e. technical Library assets for a restoration project and providing to preservation, archiving, and digitization services
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Create development process, integration, verification, and validation lab and processes for creation and development of preservation, archiving, and digitization product lines

Task Description
<p class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">This basis of estimate outlines the specific tasks in order to achieve the Year One objectives. Each of the tasks associated with the objectives are outlined in general terms here. The detailed planning, scheduling, and delivery schedule for each of the tasks is left to the volunteers who manage and implement the project. <p style="text-indent: 0in; line-height: 100%; page-break-after: avoid"> Table 18 Preservation Section Basis of Estimate <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">
 * 1) <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify and create preservation, archiving, and digitization system and train preservation, archiving, and digitization volunteers
 * 2) <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify and implement information system to support preservation, archiving, and digitization
 * 3) <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Develop a preservation, archiving, or digitization product line by identifying single subject, i.e. technical Library assets for a restoration project and providing to preservation, archiving, and digitization services
 * 4) <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Create development process, integration, verification, and validation lab and processes for creation and development of preservation, archiving, and digitization product lines

<p style="text-indent: 0in; line-height: 100%; page-break-after: avoid"> Table 19. Preservation Section Labor Hour Summary <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">

Other Direct Costs Summary
<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Where possible, the Library will use open source, donated resources, and volunteer services. However, for planning purposes, an estimated valuation of the BOM is provided for management oversight. 

<p style="text-indent: 0in; line-height: 100%; page-break-after: avoid"> Table 20. Preservation Section Bill of Materials <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 100%">

Access Section
<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">The Access Section is the component of the Library responsible for outreach, tours, instruction, marketing, and grants. Volunteers who work in this section are focused on the enablement of access through projecting a positive and externally focused image of the museum Library.

Mission
<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">To provide active and focused access to our premier military heritage media collection while executing five concurrent missions: (1) providing instruction about the subjects within our media collection; (2) creating unique and engaging physical tours of the subjects contained within our media collection; (3) informative outreach about the media collection to industry, government, partner museums, and individual customers; (4) marketing of the museum Library’s capabilities to industry, government, partner museums, and individual customers; (5) identifying, guiding, developing, proposing, and landing grants.

Goals
<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Year 1 <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Year 3 <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Year 5
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify, create, and maintain instructional services
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify, create, and maintain at least one media collection tour
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify, create, and execute one media collection information outreach to one customer
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Develop, create, and execute a general marketing strategy to one customer set
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify processes, practices, and techniques for successful grant operations by making at least one grant proposal
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Automate instructional service presentations
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify, create, and maintaining at least five different media collection oriented tours while refining the existing media collection tour.
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Market and coordinate delivery of four significant information outreach campaigns focusing on museum, industry, government or individual customers.
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Increase Library usage through marketing by 200% over year for each of the four customer sets
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Achieve one significant grant award per quarter by improving processes, practices, and techniques and coordination with marketing, information outreach, tours, and instructional service presentations
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Automate remote instructional service presentations while working toward academic accreditation with a regional accreditation authority
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Provide remote access to twenty five different media collection oriented tours while refining the existing media collection tour set
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Market and coordinate delivery of twenty four significant information outreach campaigns focusing on specific facets of museum, industry, government or individual customer’s needs.
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Increase Library usage through marketing campaign by 500% over year three for each of the four major customer sets
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Achieve three significant grant awards per quarter by improving processes, practices, and techniques and coordination with marketing, information outreach, tours, and instructional service presentations

Year One Objectives
<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">
 * 1) <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify and create instructional system and train instructional volunteers
 * 2) <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify, implement, and create lessons learned for one museum oriented tour
 * 3) <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Develop an outreach product line by identifying single target, i.e. an entertainment studio, and creating an outreach strategy, capability, and feedback mechanism
 * 4) <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Update NMP to include Library usage in the marketing campaign, by including assets from the media collection as featured projects
 * 5) <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Create grant infrastructure, competitive intelligence operations, business development, and grant tracking system to produce a specific grant. Instantiate the process so it can be reused multiple times.

Access Section Performance Measures
<p style="text-indent: 0in; line-height: 100%; page-break-after: avoid"> Table 21. Access Section Performance Measurements <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">

Task Description
<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">This basis of estimate outlines the specific tasks in order to achieve the Year One objectives. Each of the tasks associated with the objectives are outlined in general terms here. The detailed planning, scheduling, and delivery schedule for each of the tasks is left to the volunteers who manage and implement the project.
 * 1) <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify and create instructional system and train instructional volunteers
 * 2) <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify, implement, and create lessons learned for one museum oriented tour
 * 3) <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Develop an outreach product line by identifying single target, i.e. an entertainment studio, and creating an outreach strategy, capability, and feedback mechanism
 * 4) <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Update NMP to include Library usage in the marketing campaign, by including assets from the media collection as featured projects
 * 5) <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Create grant infrastructure, competitive intelligence operations, business development, and grant tracking system to produce a specific grant. Instantiate the process so it can be reused multiple times.

Access Section Basis of Estimate
<p style="text-indent: 0in; line-height: 100%; page-break-after: avoid"> Table 22. Access Section Basis of Estimate <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">

<p style="text-indent: 0in; line-height: 100%; page-break-after: avoid"> Table 23. Access Section Labor Hour Summary <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">

Other Direct Costs Summary
<p class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">Where possible, the Library will use open source, donated resources, and volunteer services. However, for planning purposes, an estimated valuation of the BOM is provided for management oversight.

<p style="text-indent: 0in; line-height: 100%; page-break-after: avoid"> Table 24. Access Section Bill of Materials <p class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 100%">

Service Section
<p class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">The Service Section is the component of the Library responsible for delivery of Library services. Volunteers who work in this section are focused on the enablement of Library operations through cost effective and capable delivery of services in support of the other sections.

Mission
<p class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">To provide reliable, repeatable, and cost effective services for our premier military heritage media collection while executing six concurrent missions: (1) recruiting, training, retaining, and developing volunteers for all facets of the Library; (2) effectively and openly administering all financial, legal, and business operations of the Library; (3) providing circulation services for the media collection for the Library to industry, government, partner museums, and individual customers; (4) creating, operating, and offering digital service capabilities to the Library and industry, government, partner museums, and individual customers; (5) operating and offering physical services to the Library and industry, government, partner museums, and individual customers; (6) and operating all manners of internet services in support of the Library and industry, government, partner museums, and individual customers.

Goals
<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Year 1 <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Year 3 <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Year 5
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Develop the process for recruiting, training, maintaining, and developing at least 24 volunteers per year
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Create processes, procedures, and infrastructure for open and effective business administration of all aspects of the Library
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Design and install digital services infrastructure for all Library sections
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify all physical activities required to support the physical infrastructure for all Library sections
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Design and install all internet infrastructure required to support all Library sections
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Develop the process for recruiting, training, maintaining, and developing at least 48 volunteers per year
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Reduce the cost of operation for open and effective business administration of all aspects of the Library by providing administrative capabilities as a service to museum, industry, government, or individual customers
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Reduce the cost operation for digital services infrastructure for all Library sections by providing digital capabilities as a service to museum, industry, government, or individual customers
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Reduce the cost operation for physical activities required for all Library sections by providing physical capabilities as a service to museum, industry, government, or individual customers
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Reduce the cost of operations for all internet infrastructure required for all Library sections by providing internet capabilities as a service to museum, industry, government, or individual customers
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Develop the process for recruiting, training, maintaining, and developing at least 72 volunteers per year
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Increase revenue by developing products for sale that reduce the cost of operation for open and effective business administration of all aspects of the Library while maintaining and growing administrative capabilities as a service to museum, industry, government, or individual customers
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Increase revenue by developing products for sale that reduce the cost operation for digital services infrastructure for all Library sections while maintaining and growing digital capabilities as a service to museum, industry, government, or individual customers
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Increase revenue by developing products for sale that reduce the cost operation for physical activities required for all Library sections while maintaining and growing physical capabilities as a service to museum, industry, government, or individual customers
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Increase revenue by developing products for sale that reduce the cost of operations for all internet infrastructure required for all Library sections while maintaining and growing internet capabilities as a service to museum, industry, government, or individual customers

Year One Objectives

 * 1) <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify and create volunteer system and recruit volunteers
 * 2) <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify, implement, and create business administration infrastructure
 * 3) <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify, implement, and create digital services infrastructure
 * 4) <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify, implement, and create physical infrastructure
 * 5) <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify, implement, and create internet infrastructure

Service Section Performance Measures
<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">

Task Description
<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">This basis of estimate outlines the specific tasks in order to achieve the Year One objectives. Each of the tasks associated with the objectives are outlined in general terms here. The detailed planning, scheduling, and delivery schedule for each of the tasks is left to the volunteers who manage and implement the project. <p style="text-indent: 0in; line-height: 100%; page-break-after: avoid"> Table 25. Service Section Basis of Estimate <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify and create volunteer system and recruit volunteers
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify, implement, and create business administration infrastructure
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify, implement, and create digital services infrastructure
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify, implement, and create physical infrastructure
 * <p style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Identify, implement, and create internet infrastructure

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Service Section Labor Hour Summary

<p style="text-indent: 0in; line-height: 100%; page-break-after: avoid"> Table 26. Service Section Labor Hour Summary <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">

7.6.5.4 Other Direct Costs Summary
<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Where possible, the Library will use open source, donated resources, and volunteer services. However, for planning purposes, an estimated valuation of the BOM is provided for management oversight.

<p style="text-indent: 0in; line-height: 100%; page-break-after: avoid"> Table 27. Services Section Bill of Materials <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 100%">

=Budget Estimate= <p class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">The budget estimate is based on the estimated hours to accomplish each specific mission area plus the capital expenditures. Other standard costs, such as the costs of physical infrastructure, power, taxes, and other overhead are assumed to be covered in the overall museum budget and not allocated directly to the Library.

<p class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">The labor estimate is broken down by specific labor type, totals the hours, provides the equivalent full time based on a 2000 hour work year, the Independent Sector’s estimated dollar value of a volunteer hour http://www.independentsector.org/volunteer_time/), and the estimated total cost of each particular area. These costs are 100% covered by the volunteers and are included for estimation purposes only.

<p class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">The capital estimate represents the real dollars which each area to operate. The operating funds for each of these areas will need to be raised by donations and through grants in order to meet the expected strategic plan goals.

<p class="western" style="text-indent: 0.5in; margin-bottom: 0in; line-height: 200%">

<p style="text-indent: 0in; line-height: 100%; page-break-after: avoid"> Table 28. Budget Projection FY2012 - FY2014 <p style="text-indent: 0in; line-height: 115%"> <p style="text-indent: 0in; line-height: 100%; page-break-before: always; page-break-after: avoid"> Table 29. Budget =APPENDIX A – LOCAL ACADEMIC INSTITUTIONS= <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">AGAPE MONTESSORI SCHOOL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Alfred S. Madrid Middle

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Alhambra High

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">ALPHA-SHEN PRESCHOOL AND KINDERGARTEN

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Arroyo High

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Baker Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Bella Vista Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">BEREAN CHRISTIAN SCHOOL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Brightwood Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">California Institute of Technology

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">CALVARY CHAPEL CHRISTIAN ACADEMY

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">CANTWELL SACRED HEART OF MARY

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Cao Institute of Aesthetics

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Century High

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Charles T. Kranz Intermediate

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Cleminson Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Cloverly Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Columbia Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">CROSS AND CROWN LUTHERAN SCHOOL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">DON BOSCO TECHNICAL INSTITUTE

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Durfee Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">East Los Angeles College

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">East Los Angeles Community Day

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Eastmont Intermediate

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">El Monte Union High School Community Day

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Emerson (Ralph Waldo) Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Emma W. Shuey Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">EMMAUS LUTHERAN SCHOOL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">EPIPHANY CATHOLIC SCHOOL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">ESTHER'S NEST CHILDREN'S SCHOOL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Everest College-Alhambra

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">FIRST BAPTIST CHURCH ALHAMBRA DAY CARE

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">FIRST LUTHERAN SCHOOL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Fremont Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Garfield Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Garvey (Richard) Intermediate

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">GRACE BAPTIST ACADEMY

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">GRACE GARDEN EDUCATION CENTER

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">GRACE GARDEN PRESCHOOL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">GRACELAND CHRISTIAN DAY CARE CENTER

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Granada Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">GRANADA PARK UMC NURSERY SCHOOL AND KINDERGARTEN

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Greenwood Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Hacienda La Puente Adult Education

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Hillcrest Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">K-STEP MONTESSORI

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">La Merced Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">La Merced Intermediate

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">La Rosa Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">LEEWAY SCHOOL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">LI'L TOOTS PRESCHOOL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">LILY'S GARDEN PRESCHOOL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">LITTLE PEOPLE SCHOOL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">LOGSDON SCHOOL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Longden Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">LOVE & CARE CHRISTIAN PRESCHOOL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Macy Intermediate

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Marguerita Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Mark Keppel High

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Martha Baldwin Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">MARYVALE DAY CARE CENTER

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Maxson Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">MEHER MONTESSORI SCHOOL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Mildred B. Janson Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Montebello Beauty College

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">MONTEBELLO CHRISTIAN SCHOOL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Montebello city income, earnings, and wages data

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Montebello High

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Montebello Intermediate

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Monterey Highlands Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">MONTEREY PARK CHRISTIAN SCHOOL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Monterey Vista Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Muscatel Middle

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">NATIVITY ELEMENTARY SCHOOL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">NEW AVENUE SCHOOL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">New Temple

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Oak Avenue Intermediate

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">ONEONTA MONTESSORI SCHOOL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">OUR LADY OF THE MIRACULOUS MEDAL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Palladium Technical Academy

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Park Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Parkview Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Pasadena City College

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">PEARL PREPARATORY SCHOOL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Pinnacle College

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Platt College-Los Angeles

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Potrero Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">RAMONA CONVENT SECONDARY SCHOOL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Ramona Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Repetto Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Rice (Eldridge) Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Rio Hondo College

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Robert Hill Lane Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Rosemead High

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Savannah Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Schurr High

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">South El Monte High

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">ST BENEDICT SCHOOL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">ST JOHN'S LUTHERAN ELEMENTARY

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">ST LUKE THE EVANGELIST CATHOLIC SCHOOL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">ST STEPHEN MARTYR SCHOOL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">ST THERESE SCHOOL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">ST THOMAS AQUINAS SCHOOL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">ST THOMAS MORE ELEM SCHOOL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">SUNSHINE EDUCATIONAL CENTER

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">TELSTAR MONTESSORI CHILD CARE CENTER

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Temple (Roger W.) Intermediate

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Temple City Alternative

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Temple City High

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">TOP KIDS

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">United Education Institute-Huntington Park Campus

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">University of Southern California

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">University of the West

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">VIRGIN MARY PRESCHOOL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">VISTA DEL RIO JR/SR HIGH SCHOOL

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Washington Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Wilcox Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Willard (Frances E.) Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">William Northrup Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Wright Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Ynez Elementary

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">YOUNG PEOPLE'S VILLAGE

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 100%">

=APPENDIX B – COMMUNITY DEMOGRAPHICS= <p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">South El Monte

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Population in 2010: 20,116. Population change since 2000: -4.9%

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">South El Monte compared to California state average:

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Median household income below state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Black race population percentage significantly below state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Hispanic race population percentage significantly above state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Median age significantly below state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Foreign-born population percentage significantly above state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Number of rooms per house significantly below state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Percentage of population with a bachelor's degree or higher significantly below state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Rosemead

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Population in 2010: 53,764. Population change since 2000: +0.5%

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Median household income below state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Black race population percentage significantly below state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Hispanic race population percentage significantly above state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Median age below state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Foreign-born population percentage significantly above state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Number of rooms per house significantly below state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Percentage of population with a bachelor's degree or higher significantly below state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">El Monte

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Population in 2010: 113,475. Population change since 2000: -2.1%

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">El Monte compared to California state average:

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Median household income below state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Black race population percentage significantly below state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Hispanic race population percentage significantly above state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Median age significantly below state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Foreign-born population percentage significantly above state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Renting percentage above state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Length of stay since moving in below state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Number of rooms per house significantly below state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Percentage of population with a bachelor's degree or higher significantly below state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Alhambra

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Population in 2010: 83,089. Population change since 2000: -3.2%

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Black race population percentage significantly below state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Hispanic race population percentage significantly above state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Foreign-born population percentage significantly above state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Renting percentage above state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Length of stay since moving in below state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Number of rooms per house significantly below state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Montebello

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Population in 2010: 62,500. Population change since 2000: +0.6%

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Black race population percentage significantly below state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Hispanic race population percentage significantly above state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Median age below state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Foreign-born population percentage significantly above state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Number of rooms per house below state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Percentage of population with a bachelor's degree or higher below state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Monterey Park

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Population in 2010: 60,269. Population change since 2000: +0.4%

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Black race population percentage significantly below state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Hispanic race population percentage above state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Foreign-born population percentage significantly above state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Number of rooms per house below state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Temple City

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">Population in 2010: 35,558. Population change since 2000: +6.5%

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Black race population percentage significantly below state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Hispanic race population percentage above state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">• Foreign-born population percentage significantly above state average.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 100%">

=APPENDIX B – REFERENCES= <p style="margin-left: 0.31in; text-indent: -0.31in; margin-top: 0.02in; margin-bottom: 0in; line-height: 200%">American Society of Military History. (2012, May). Directors Meeting. (Meeting Minutes).

<p style="margin-left: 0.31in; text-indent: -0.31in; margin-top: 0.02in; margin-bottom: 0in; line-height: 200%">American Society of Military History. (2011a). Home - The American Society of Military History in Los Angeles, California. Retrieved from http://tankland.com/index.html

<p style="margin-left: 0.31in; text-indent: -0.31in; margin-top: 0.02in; margin-bottom: 0in; line-height: 200%">American Society of Military History. (2011b). Exhibits and Featured Vehicle - The American Society of Military History in Los Angeles, California. Retrieved from http://tankland.com/exhibits.html

<p style="margin-left: 0.31in; text-indent: -0.31in; margin-top: 0.02in; margin-bottom: 0in; line-height: 200%">American Society of Military History. (2011c). Vehicle Rental, Donations, and Volunteer Information - The American Society of Military History in Los Angeles, California. Retrieved from http://tankland.com/donations.html

<p style="margin-left: 0.31in; text-indent: -0.31in; margin-top: 0.02in; margin-bottom: 0in; line-height: 200%">Hylan, C. (2005, Jul). Clarity: The Secret ingredient of strategic plans''. Accounting Today, 19 (12), 8-9''. Retrieved from Business Source Complete.

<p style="margin-left: 0.31in; text-indent: -0.31in; margin-top: 0.02in; margin-bottom: 0in; line-height: 200%">Keeber, D. (2007). Process analysis and standardization: The Road to strategic planning success [in public libraries]. Indiana Libraries, 26 (4), 37-42. Retrieved from Library, Information Science & Technology Abstracts.

<p style="margin-left: 0.31in; text-indent: -0.31in; margin-top: 0.02in; margin-bottom: 0in; line-height: 200%">Labate, D. N. (2005). Non-Profit Marketing Plan June 2005 – May 2006, (Class Project, Biola University School of Business). La Mirada, California'''. '''

<p style="margin-left: 0.31in; text-indent: -0.31in; margin-top: 0.02in; margin-bottom: 0in; line-height: 200%">Liedtka, J. M. (1998). Linking strategic thinking with strategic planning. Strategy and Leadership, 26 (4), 30-36. Retrieved from ProQuest.

<p style="margin-left: 0.31in; text-indent: -0.31in; margin-top: 0.02in; margin-bottom: 0in; line-height: 200%">McClamroch, J., Byrd, J. J., Sowell, S. L. (2001, Sept). Strategic planning: Politics, leadership and learning. The Journal of Academic Librarianship, 27(5), 372-378. Retrieved from Science Direct.

<p style="margin-left: 0.31in; text-indent: -0.31in; margin-top: 0.02in; margin-bottom: 0in; line-height: 200%">

<p style="margin-left: 0.31in; text-indent: -0.31in; margin-top: 0.02in; margin-bottom: 0in; line-height: 200%">Mott, L. (2007). The Importance of managing strategically. Bottom Line: Managing Library Finances, 20 (4), 161-171. Retrieved from Emerald Full-Text.

<p style="margin-left: 0.31in; text-indent: -0.31in; margin-top: 0.02in; margin-bottom: 0in; line-height: 200%">MuseumsUSA. (n.d.) American Society of Military History. Retrieved from http://www.museumsusa.org/museums/info/16832

<p style="margin-left: 0.31in; text-indent: -0.31in; margin-top: 0.02in; margin-bottom: 0in; line-height: 200%">National Alliance for Media Arts and Culture. (n.d.) What is strategic planning?. Retrieved from http://www.namac.org/strategic-planning-what

<p style="margin-left: 0.31in; text-indent: -0.31in; margin-top: 0.02in; margin-bottom: 0in; line-height: 200%">Pacios, A. R. (2004). Strategic plans and long-range plans: Is there a difference? Library Management, 25 (6/7) 259-269. Retrieved from ProQuest.

<p style="margin-left: 0.31in; text-indent: -0.31in; margin-top: 0.02in; margin-bottom: 0in; line-height: 200%">Schachter, D. (2007, Aug). Developing your Library's strategy requires more than a once-a-year planning session: business conditions can change on a moment's notice. Information Outlook, 11 (8), 42-44. Retrieved from ProQuest.

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">

<p class="western" style="text-indent: 0in; margin-bottom: 0in; line-height: 200%">

<p align="RIGHT" style="text-indent: 0in; line-height: 115%">57

<p style="text-indent: 0in; line-height: 115%">