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