Strategic Plan, 2023-2027 Mission Statement: The San José Museum of Art nurtures empathy and connection by engaging communities with socially relevant contemporary art Overarching Goal: Become a borderless Museum, essential to creative life throughout the communities of San José and Silicon Valley OBJ. #1: Develop a far-reaching creative presence throughout Silicon Valley and beyond Desired Impact: Grow the Museum’s audience base and name recognition by providing multiple entry points onsite, offsite, and digitally • • • •
Strategy A: Originate innovative curatorial programs, which prioritize community relevance, take a stand on social issues, and make significant and identifiable contributions to the Museum’s community and field Strategy B: Prioritize programming as a critical component of SJMA’s curatorial vision, audience development efforts, and commitment to community Strategy C: Build capacity and infrastructure to support seamless hybrid experiences Strategy D: Increase the Museum’s recognition and visibility in different communities, regionally, nationally, and internationally
OBJ. #2: Embrace the Museum’s potential to serve as an incubator of change by becoming a gathering space for diverse communities and cross-disciplinary interests Desired Impact: Become recognized throughout the community as a uniquely collaborative and empathic organization • • • •
Strategy A: Expand SJMA’s collaborations with local arts and culture organizations, sharing physical space, virtual bandwidth, and positional power Strategy B: Advance SJMA’s status as a leader in arts education, centering on the Museum as a vital community resource for creative thinking and engagement Strategy C: Nurture a welcoming and inclusive experience for visitors of all backgrounds; root out and address barriers to access Strategy D: Build on the success of the free admission program for youth, students, and teachers and prioritize engagement with these audiences
OBJ. #3: Redefine the Museum structure through an equity lens Desired Impact: Become borderless internally as well as externally • • • •
Strategy A: Advance equity a top institutional priority and become a leader in integrating this work into daily operations Strategy B: Build collaboration into basic processes and nurture the mindset of a holistic SJMA, where volunteers, staff across departments, and Trustees work together and share responsibility for and pride in the Museum’s successes Strategy C: Treat recruitment, retention, and professional development as vital Museum responsibilities Strategy D: Develop feedback tools and systems for analysis to support accountable growth towards institutional goals
OBJ. #4: Grow SJMA’s operating budget commensurate with the stature and significance of San José and Silicon Valley Desired Impact: Expand revenues and broaden SJMA’s support base • • •
Strategy A: Upgrade SJMA’s multi-year fundraising plan underwriting general operating support by emphasizing the Museum's cultural significance and community value Strategy B: Deepen relationships with existing supporters to build a pipeline of support rooted in a reciprocal, rewarding, and unique experiences Strategy C: Connect to powerful advocates—individual, institutional, and corporate— who share the Museum’s values and goals
Nurturing
Making
a sense of belonging and welcome for all members of our diverse community
community relevance a core component of exhibition and programming decisions
Deliberate
listening, learning, and sharing
Fostering
Contributing
empathetic human connections
to the vibrancy of San José
Inspiring
Ensuring
creativity, visionary inquiry, and critical thinking
a collaborative and equitable internal culture
Leading
with and centering on artists' unique perspectives and practices
Lifting
up historically underrepresented voices and stories
S J M A’S C O R E V A L U E S