Strategic Plan 2025 to 2028
Executive Summary
Since its founding in 1951 by the American Association of University Women, the Museum of Art – DeLand has grown into a cultural cornerstone of Volusia County. The Museum serves nearly 80,000 visitors annually, in addition to tens of thousands more through public art initiatives like the DeLand Sculpture Walk and the Legendary Florida Collection.
Recognized for excellence in education and community engagement, the Museum provides free programs such as K-12 field trips, Arts on the Grow for Head Start classrooms, the Creative Compass after-school program, and the Creative Connections Teacher Institute. Its permanent collection of over 700 works is complemented by rotating exhibitions from world-class artists and related programs like gallery talks and workshops. These efforts position DeLand as an arts destination and enhance the quality of life for residents and visitors alike. In recent years, the Museum has made significant strides to expand its reach, including:
• Revitalized Exhibitions: High-quality, diverse exhibitions showcasing modern and contemporary art.
• Educational Outreach: New programs like Camp Create to engage underserved communities.
• Community Partnerships: Collaborations with local schools, businesses, and organizations, including establishing the Community Advisory Board.
The 2025-2028 Strategic Plan outlines six key priorities to ensure continued growth and impact:
1. Exhibitions, Collections, Education, and Programs: Elevating the Museum as a destination for world-class art and expanding educational opportunities.
2. Staffing: Building a sustainable and professional workforce to support operations.
3. Fundraising: Strengthening financial stability through diversified income streams.
4. Marketing, Branding, and Partnerships: Increasing visibility and reputation through targeted efforts and strategic collaborations.
5. Finance: Ensuring long-term sustainability to support future programming and maintenance.
6. Board Development: Cultivating an engaged and knowledgeable Board of Trustees to enhance governance and advance the Museum’s mission. By investing in its people, programs, and partnerships, the Museum of Art – DeLand is poised to deepen its community impact, expand its audience, and secure its role as a leading cultural institution in Florida. This plan reaffirms the Museum’s commitment toinspiring,educating,andconnectingpeoplethroughthepowerofartforgenerations to come.
The museum is deeply embedded in the community, enriching lives through art and fostering an appreciation for creative expression.
- Pattie Pardee, Executive Director
Vision
The Museum of Art DeLand envisions a future where art is a vital and transformative force, enriching lives and strengthening Central Florida communities.
Mission
The mission of the Museum of Art DeLand is to promote and support the understanding, enjoyment, and appreciation of the visual arts by exhibiting selected works of local, regional, national, and international significance and providing educational programming and publications for a diverse statewide audience.
Core Values
Excellence in Programming
We deliver high-quality exhibits and programs that inspire, enrich, and honor the diversity of modern and contemporary art.
Art for All
We ensure art is inclusive and accessible to everyone through diverse exhibits, free events, and barrier-free programs.
Professional Integrity and Accountability
We act with professionalism, transparency, and ethical responsibility to maintain trust and uphold our mission.
Cultural Enrichment and Community Impact
We harness the power of art to inspire, provoke thought, and deepen community appreciation, positioning the museum as a cultural hub in Central Florida.
Stewardship and Growth of the Collection
We preserve and expand the collection to safeguard cultural heritage and create lasting, impactful experiences.
Strategic Priorities
1.Exhibitions, Collections, Education and Programs
Goal: Enhance the Museum of Art DeLand's reputation as a leading modern and contemporary art destination in Volusia County by delivering high-quality exhibitions, strengthening the permanent collection, and providing engaging educational programs that foster community involvement.
OBJECTIVE INITATIVES KEY PERFORMANCE INDICATORS
Expand and diversify exhibitions.
Ongoing:
• Curate a schedule of high-caliber exhibitions.
• Develop innovative, audience-focused programs that complement exhibitions, such as artist talks, hands-on workshops, and collaborative community projects.
• Evaluate and improve the quality of exhibitions and programs through visitor feedback,
• Number of exhibitions per year.
• Visitor satisfaction ratings.
• Attendance at exhibits and programs.
• Media mentions.
OBJECTIVE INITATIVES KEY PERFORMANCE INDICATORS
attendance metrics, and peer reviews.
• Partner with other museums and organizations to expand resources, building on the success of memorable exhibitions.
Support and strengthen the permanent collection.
Ongoing:
• Acquisitions as appropriate.
• Analyze the current collection to determine deaccessioning.
• Showcase selections from the permanent collection.
• Participate in museum exchanges and loan programs to strengthen national relationship and showcase the collection on a broader stage.
• Number of new acquisitions.
• Collection value.
• Attendance at community engagement events.
• Engagement with digital version of permanent collection (e.g. clicks, shares, time spent on page).
OBJECTIVE INITATIVES KEY PERFORMANCE INDICATORS
• Establish partnerships with artists or their estates to secure significant works as part of their legacies.
New:
• Provide community engagement activities such as special exhibitions that highlight the permanent collection and behind the scenes tours.
• Digitize the collection for online exploration.
Offer accessible and engaging educational programs.
Ongoing:
• Partner with local schools, libraries, and community centers to offer free or low-cost art workshops, lectures, and interactive programs tailored to
• Number of programs per year.
• Participation rates.
• Repeat engagement.
• Resource downloads.
OBJECTIVE INITATIVES KEY PERFORMANCE INDICATORS
diverse age groups and backgrounds.
• Establish artmaking events that tie into museum exhibitions, encouraging handson learning and engagement.
• Implement digital education tools such as live-streamed artist talks, webinars, and online workshops to broaden reach.
New:
• Provide downloadable resources.
2. Staffing
Goal: Foster a professional and sustainable workforce by enhancing staff recruitment, retention, and development, ensuring the Museum of Art DeLand has the talent and stability to achieve its mission effectively.
OBJECTIVES INITIATIVES KEY PERFORMANCE INDICATORS
Improve staff compensation.
Expand staffing capacity.
Strengthen recruitment efforts.
New:
• Conduct a competitive salary analysis to identify wages aligned with industry standards.
• Number of positions evaluated, and salaries potentially adjusted to meet or exceed industry benchmarks.
New:
• Create a multi-year staffing plan identifying necessary positions such as Registrar/Gallery Technician and Development Director.
• Secure funding for additional positions, reducing workload and enhancing operational efficiency.
Ongoing:
• Build partnerships with local
• Number of positions identified.
• Total amount of funding secured for new positions.
• Number of positions filled.
• Number of interns annually.
OBJECTIVES INITIATIVES KEY PERFORMANCE INDICATORS
educational institutions like Stetson University and University of Central Florida to create internship programs and identify emerging talent.
Invest in professional development.
Ongoing:
• Identify training opportunities, mentorship programs, and leadership development to support career growth and organizational stability.
New:
• Identify and allocate budget for professional development.
• Number of training or professional development opportunities attended.
• Amount of budget identified for professional development.
OBJECTIVES
Develop a succession plan.
INITIATIVES KEY PERFORMANCE INDICATORS
New:
• Manage transitions in leadership roles, such as the Executive Director, ensuring minimal disruption to museum operations and long-term strategic continuity.
3. Fundraising
• Completion of leadership transition plan prior to Executive Director departure.
Goal: Ensure the Museum of Art DeLand achieves financial stability and growth through diversified and sustainable fundraising initiatives that support its mission and operations.
OBJECTIVES
Strengthen grant funding opportunities.
INITIATIVES KEY PERFORMANCE INDICATORS
Ongoing: Pursue grants at federal, state, and local levels and from private foundations.
• Number of grant applications submitted annually, segmented by level and success rate.
OBJECTIVES INITIATIVES KEY PERFORMANCE INDICATORS
New:
• Identify a dedicated grant writing staff member and/or utilize external consultants.
• Grant revenue raised through successful grants.
• Grant renewal rate.
• Grant writer identified.
Expand individual giving and legacy contributions.
New:
• Launch a legacy giving campaign, emphasizing the impact of planned gifts on the museum’s future.
• Implement naming rights for key art installations or building elements, targeting smaller but impactful donations of $5,000 or more.
• Donations total with a goal of $60,000 per year.
• Number and dollar amount of legacy gifts.
• Number and dollar amount for installations or spaces sponsored by donors.
Leverage auxiliary support and community engagement.
Ongoing:
• Foster the role of the Guild as a key fundraising partner.
• Total funds raised by the Guild.
• Increase in active Guild members year over year.
OBJECTIVES INITIATIVES KEY PERFORMANCE INDICATORS
New:
• Foster relationships with influential community members to act as ambassadors for the museum, broadening our supporter base.
• Number of community ambassadors recruited annually.
Build an endowment for long-term stability.
New:
• Ensure endowment is leveraged to support long-term fiscal stability versus supporting unexpected operational costs.
• Create an endowment campaign with a clear goal, promoting the museum’s future sustainability.
• Offer matching gift challenges to incentivize contributions.
• Annual percentage of the endowment used versus total endowment value.
• Percentage of campaign goal achieved.
• Matching gift participation rates and total funds raised through matching challenge.
4. Marketing, Branding, and Partnerships
Goal: Enhance the Museum of Art DeLand’s visibility, reputation, and community engagement through targeted marketing strategies, strong partnerships, and a clearly defined brand identity.
OBJECTIVES
Develop a clear and recognizable brand identity.
INITIATIVES KEY PERFORMANCE INDICATORS
New
• Communicate a unique curatorial and exhibition philosophy to further community awareness.
• Differentiate the museum from other cultural institutions to highlight unique attributes.
• Evaluate the creation of a signature or recurring exhibit to establish the museum as a cultural focal point in DeLand.
• Awareness metrics such as increase in website traffic and social media engagement.
• Track progress on evaluating the feasibility of a signature exhibit, including stakeholder input and funding considerations.
OBJECTIVES INITIATIVES KEY PERFORMANCE INDICATORS
Strengthen marketing and communication efforts. New
• Redesign and enhance the Museum of Art DeLand’s website to create a user-friendly, visually compelling, and informative digital platform.
• Implement a segmented communication strategy to target specific community groups, including new residents, local families, and cultural enthusiasts, using data-driven insights.
• Expand the museum’s digital presence (examples: investing in virtual tours, online exhibits, and a comprehensive social media strategy that highlights behind-the-scenes
• Website metrics such as unique visitors, page views, and time spent on page prior and post redesign.
• Decrease in bounce rates.
• User experience feedback via website survey.
• Measure traffic and engagement metrics from mobile devices.
• ·Email campaign metrics.
OBJECTIVES INITIATIVES KEY PERFORMANCE INDICATORS
content and community stories).
• Focus on establishing a communication strategy and using cost-effective marketing tools, such as email campaigns and partnerships with local media outlets, to amplify the museum’s reach.
Build and leverage partnerships.
Ongoing:
• Collaborate with the City of DeLand, Stetson University, and local organizations to cohost events, exhibitions, and cultural programming.
New:
• Engage with community, business, and
• Number of collaborative events.
• Monitor media mentions and coverage highlighting collaborative efforts.
• Track the number of promotional campaigns and materials codeveloped in support of affiliated opportunities.
OBJECTIVES INITIATIVES KEY PERFORMANCE INDICATORS
tourism organizations (such as SunRail) to attract visitors through joint promotional efforts.
Increase community engagement and awareness.
Ongoing:
• Host communityspecific events, such as open houses or free admission days, to welcome and engage underserved audiences.
• Participate in local festivals and cultural events to increase visibility and establish the museum as a community cornerstone.
• Event attendance.
• Percentage of event attendees who become museum members or donors after event.
5. Finance
Goal: Strengthen the Museum of Art DeLand’s financial sustainability to support long-term growth, maintenance, and program expansion.
OBJECTIVES
INITIATIVES
KEY PERFORMANCE INDICATORS
Develop a financial strategy to ensure sustainable growth, maintenance, and program expansion.
Ongoing:
• Continue to review and identify operational inefficiencies and explore cost-cutting measures such as shared services.
New:
• Assess financial health through benchmarking against other similar cultural organizations.
• Launch targeted capital campaigns to raise funds for specific projects such as building renovations, as needed.
• Membership income growth.
• Revenue from grants applied for and awarded.
• Earned income.
• Donor contributions.
• Endowment growth.
• Identity efficiency metrics by tracking overhead costs as a percentage of total expenses and compare to benchmarks.
• Analyze revenue per visitor against peer organizations.
• Planned giving contributions.
OBJECTIVES INITIATIVES KEY PERFORMANCE INDICATORS
• Grow the museum’s endowment by setting clear goals for planned giving, legacy donations, and matching gift programs.
Create a revenue strategy to diversify income streams.
Ongoing:
• Further develop corporate sponsorship opportunities.
• Offer additional feebased art classes, workshops, and private lessons, with a consideration to target various skills levels.
• Host special events and fundraisers such as gala dinners, auctions, or concerts.
New:
• Develop tiered membership options
• Revenue from sponsorships, classes, and events.
• Revenue and retention rates by membership tier.
• Number and revenue of private events hosted.
• ·Corporate Lease Program participation rate.
OBJECTIVES INITIATIVES KEY PERFORMANCE INDICATORS
offering various levels of engagement, from basic to premium memberships which include exclusive access to exhibits, events, private tours, and artist meet and greets.
• Explore tailored event packages for private events, from cocktail parties to galas.
• Consider a Corporate Lease Program where businesses can lease artworks from the permanent collection.
Mitigate the impact of state and potential county funding cuts. Ongoing:
• Strengthen relationships with local and state governments to advocate for continued support,
• Number and type of advocacy activities.
• Amount of financial support received from state and local governments each year.
OBJECTIVES INITIATIVES KEY PERFORMANCE INDICATORS
highlighting the museum's impact on tourism, the local economy, education, and community engagement.
New:
• Develop a costcontainment strategy by implementing a plan that includes budgeting for lean periods, controlling costs, and reducing unnecessary expenses.
• Reserve fund growth.
6. Board of Trustees
Goal: Foster a fully engaged, committed, and knowledgeable Board of Trustees to strengthen governance and advance the Museum of Art DeLand's mission.
OBJECTIVES
Increase trustee engagement and accountability.
INITIATIVES KEY PERFORMANCE INDICATORS
Ongoing:
• Establish clear expectations for board participation, including attendance at meetings, financial contributions, and involvement in museum initiatives.
• Meeting attendance rates/percentage.
• Percentage of trustees meeting or exceeding annual financial giving expectations.
• Number of events and committees actively supported or attended.
Enhance board orientation and training.
Ongoing:
• Schedule annual training sessions to ensure trustees stay informed about nonprofit governance best practices and emerging trends in arts and culture.
• Training attendance rate.
• Orientation completion rate within first 90 days.
• Orientation satisfaction scores via post-orientation surveys.
OBJECTIVES INITIATIVES KEY PERFORMANCE INDICATORS
New:
• Develop a comprehensive orientation program for new trustees, including an overview of museum operations, strategic priorities, and governance responsibilities.
Promote active participation.
New:
• Create task forces or committees aligned with strategic priorities (e.g., fundraising, marketing, staffing) to encourage trustees to take an active role in advancing specific initiatives.
• Consider a selfassessment to enhance individual understanding of contributions, such
• Task force participation rate.
• Number of initiatives advanced or completed through task forces/committees.
• Self-assessment completion rate.
• Average trustee selfreported scores.
OBJECTIVES INITIATIVES KEY PERFORMANCE INDICATORS
as meeting attendance, event participation, and donor outreach.
Strengthen trustee recruitment.
Encourage ownership of museum success.
New:
• Develop a targeted recruitment plan to identify and attract high-potential candidates with diverse skills, backgrounds, and networks.
• Prioritize individuals with expertise in fundraising, marketing, finance, and community leadership to enhance board capabilities.
Ongoing:
• ·Share regular updates from staff and committees on museum
• Number of candidates identified.
• Conversion rate.
• Frequency of updates.
OBJECTIVES INITIATIVES KEY PERFORMANCE INDICATORS
achievements, challenges, and financial status to keep trustees informed and invested in organizational outcomes.