Da Vinci Art Alliance
Strategic Plan
2017 to 2019
Research and Development by:
Vision Driven Consulting
Brittany Campese, Principal
Philadelphia, Pennsylvania
[email protected]
www.VisionDrivenConsulting.com
Introduction
The Da Vinci Art Alliance was founded in 1931 and enjoys a distinguished history in Philadelphia. It was formed
to serve the needs of artists and artisans and to promote the edification and appreciation of the arts. For the
past 85 years, DVAA has been sustained by the work and passion of dedicated members and volunteers. Its
South Philadelphia location has been a resource for artists since 1959, and provides studio and gallery spaces for
its members and community.
With new leadership and its first-ever professional staff, Da Vinci Art Alliance (DVAA) has unprecedented
potential to shape its future and serve its growing audiences. In April 2016, DVAA hired Vision Driven Consulting
(VDC) to explore opportunities to build capacity and create long-term sustainability through a dynamic vision for
the future.
The following Strategic Plan is based on research completed over six months through a review of organizational
infrastructure, an environmental scan of Philadelphia-based arts organizations, and targeted interviews, focus
groups, and surveys of DVAA board, staff, volunteers and members. This work culminated in the following
strategic vision for growth as DVAA meets the needs of 21st century artists.
Mission Statement
Da Vinci Art Alliance is an open arts organization that provides space and resources for artistic exploration and
growth.
Vision Statement
Da Vinci Art Alliance (DVAA) is committed to promoting the arts and artists through exhibitions, programming,
community outreach and access to critical resources which enable the arts and artists to thrive. In order to
achieve these goals, DVAA actively engages local and regional audiences by sharing its Philadelphia-based space
with the community at large and developing partnerships with other artists, communities and
organizations. DVAA’s strength is gained by a large membership base consisting of approximately 150 artists of
all ages, ethnicities and socio-economic backgrounds. As DVAA continues to evolve and grow, it remains
strongly committed to providing a resource where the arts may flourish and artists present their work free from
commerciality and censorship.
Context for Planning
DVAA hired VDA to conduct a comprehensive review of its organizational capacity, leadership, constituency,
visibility, and opportunities for growth. The study resulted in several key findings:
 Understanding Our Members: The vast majority of DVAA members identify as white women over 65,
and their primary interaction is through attending or participating in an exhibition. DVAA members’
primary artistic disciplines are two dimensional, with representation in painting (45%), photography
(26%), collage (14%), and print-making (11%). New participants and members indicated that DVAA could
do a better job in reflecting diverse age groups, disciplines, and demographics.
 A Call for Accessibility: DVAA members and local artists indicated a strong need for space and
equipment rentals, more hours of operation, and leveraging DVAA as a place for learning and
collaboration with other artists.

Increasing Our Capacity: Investment in board leadership, professional staff, and institutional
partnerships can provide the structure and consistency needed for increased visibility and relevance for
new audiences and members.
Strategic Priorities and Goals
A Hub for Creativity: Carrying on our tradition of being a welcoming resource for artists, we foster creative
development through opportunities for exhibition and shared learning, welcoming artists of all levels of
expertise to explore their talent.
 GOAL: Expand the diversity of art represented at DVAA, reflecting different disciplines and media.
 GOAL: Create a cohesive programmatic and site use plan with the DVAA community that reflects
mission, priorities, and changing audiences.
A Vibrant Artistic Community: We are an anchor for our members and volunteers, promoting shared learning
with DVAA and each other, and enhancing a sense of community and support for their artistic growth.
 GOAL: Enhance membership diversity to better reflect the neighborhood in which DVAA is located.
 GOAL: Increase opportunities for artistic professional development.
 GOAL: Encourage student and emerging artist participation through fellowship opportunities.
 GOAL: Increase member engagement as active participants
A Thriving Organization: Through effective fund development, enhanced regional and local visibility, and
exemplary governance and management, DVAA is an organization on solid financial footing with the capacity to
serve its community through professional staff and adequate capital resources.
 GOAL: Develop earned income streams to diversify funding base and ensure sustainability.
 GOAL: Grow and sustain a high-functioning board of directors and governance policies.
 GOAL: Raise DVAA’s local and regional visibility.
 GOAL: Ensure that DVAA has adequate resources to meet its immediate and deferred capital needs.
Measures of Success
DVAA will assess its effectiveness in achieving its goals through the following measures:
1. Community Resource: DVAA members and volunteers have increased points of discovery through DVAA
programs, and through conversation and learning with each other.
2. Program Excellence: DVAA is recognized and used as a welcoming resource for mission-based exhibits,
workshops, events, and talks, as well as gallery space for artistic exploration
3. Audience Engagement: DVAA members and volunteer base grows and reflects demographic and artistic
diversity, inspiring creativity through different perspectives.
4. Organizational Stability: DVAA has adequate program and capital resources through revenue growth,
which is managed by professional staff and supported through effective board governance.