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2023–2026 STRATEGIC PLAN
The Dayton Art Institute has embraced this mantra—a museum for all—for many years, but today, museum audiences matter more than ever. This 2023 to 2026 Strategic Plan focuses on the audience, whether that is about increasing attendance so that more people can enjoy the renowned collection, or whether it is about deepening audience engagement with the art, or about more equitable access to the museum’s resources for all people along the continuum of human ability and experience. This plan focuses on how to appeal to wider, deeper, nearby, and regional audiences resulting in greater
Strategic Drivers
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The Art Collection
Goal: Amplify the impact of our permanent collection and create new models for the acquisition, exhibition, and interpretation of outstanding works of art.
Cultivate collections and exhibitions that will be a dynamic source of ideas, inspiration, and identification for our communities. To this end, the DAI will further diversify its collection and continually reimagine its galleries.
IDEA (INCLUSION, DIVERSITY, EQUITY, & ACCESSIBILITY)
Goal: Continue to build and sustain local, regional, and national partnerships to integrate multiple perspectives into strategies for inclusive and equitable access to the museum and its resources.
Welcome increasingly diverse people, experiences, and ideas present and prioritized among the DAI’s staff, museum visitors, and the artists represented in exhibitions, programs, and the collection.
Educational Programming
Goal: Provide programming to engage multiple generations of learners.
Offer programming that is as valuable to the community as the art collection and our historic building. The DAI will endeavor to understand the characteristics and needs of its audiences and will further its commitment to be inclusive, offering program opportunities for diverse participation.
Community Connections
Goal: Sustain existing high-impact partnerships and develop anchored partnerships with nearby organizations, neighborhoods, and schools, inspiring interest in art through connection.
Be a conduit for social life, encouraging interactivity, critical thinking, and dialogue, leading the museum to become a “commons,” a place to have important conversations framed by art and culture. The DAI will continue to communicate that “You belong here!” diversity of the audience, the art, and the programs which will enrich the museum experience now and, in the future… for all!
This new strategic plan outlines the Dayton Art Institute Mission, Vision and Values. The strategic plan outlines the four strategic drivers to achieve our Mission, Vision and Values. The strategic plan outlines the three strategic resources to ensure the strategic drivers have focused resources. The strategic plan outlines seven metrics, knowing we can manage what we can measure, ensuring we deliver on strategic outcomes
Strategic Resources
PEOPLE-CENTERED CAPACITY BUILDING
Goal: Mobilize the right people in the right place at the right time to support all the DAI’s strategic goals for learning, inspiring, engagement, hospitality, and stewardship.
Technology And Innovation
Goal: Enhance and expand the guest experience utilizing immersive and interactive technologies to deepen the audience’s experience with the physical art collection of the DAI.
Financial Stewardship
Goal: Launch an Endowment campaign to demonstrate commitment to the staff, the art collection, and the building; and to support artistic and educational aspirations.
Goal: Advance mission-related values and achieve financial returns through intentional momentum regarding diversity spending, focusing on vendor partner spend and impact investing.
Goal: Develop a sustainable funding model, identifying additional revenue streams, evaluating grants, events, membership models, and the donor base.
We Can Manage What We Can Measure
Strategic Metrics
Metrics are quantifiable measures that are tracked over time to assess progress and performance. Key Performance
Indicators (KPIs) are a type of metric that measures progress and performance on the strategic goals of the organization. Therefore, their relevance to tracking organizational progress is paramount.
Seven KPIs are identified for tracking the performance and success of this strategic plan. Measuring and reporting on the indicators associated with these KPI’s will hold the organization accountable to its constituencies, will convey priorities to the staff, Boards, and volunteers, and will reveal where corrections are needed.
The strategic planning committee... deeply considered what people need and desire from an art museum, and who is served well, and who we need to serve better.
Art KPIs Broadened audience diversity
Diversity of the collection & galleries
People KPIs
Increased staff capacity levels
Partner & Program KPIs
Strategic partners established
Community impact through programming
Technology & Funding KPIs
Technology to advance people’s experience & art accessibility
Financial stewardship
2022 IN-PERSON ATTENDANCE
Total Museum Attendance: 50,295
Attendance figure contains a +/- 5% margin of error
Collection Galleries: 36,362
Special Exhibitions:
Black Heritage Through Visual Rhythms
Feb. 26 to May 22, 2022: 9351
Art for the Ages: Conservation at DAI June 25–September 11, 2022: 8589
American Myth & Memory: David Levinthal Photographs October 15, 2022– January 15, 2023: 6800
Education:
The Lange Family Experiencenter: 16,563
2022 Digital Reach
In 2022, the museum continued to engage with audiences through a broad range of digital initiatives offered through its website, Zoom and social media channels. Here’s a brief snapshot of the DAI’s digital reach in 2022.
DAI Website Metrics:
During 2022, 224,000 unique visitors initiated 223,796 user sessions on the DAI website, totaling 613,000 pageviews. Compared to 2021, this represents an 8.2% increase in unique visitors and a 21.8% increase in pageviews!
Social Media Engagement: Facebook, Instagram, Twitter and YouTube remain key channels for reaching and engaging with existing and potential museum audiences.
As of February 2023, the DAI reaches 37,000 followers on Facebook, nearly 25,000 followers on Twitter and just about 18,000 followers on Instagram. The DAI launched a TikTok channel in 2022, with 1231 followers. The DAI’s YouTube channel has grown to 518 subscribers, and videos posted to YouTube were viewed 13,675 times in 2022, totaling 364.7 hours of watch time.
