The Cincinnati Art Museum has unveiled a new strategic plan, setting its course for the next four years with a focus on deepening community connections, advancing sustainability and reimagining hospitality through art.
Approved unanimously by the Board of Trustees in August, the 2026-2029 plan outlines a vision that museum leaders say will carry CAM into its 150th anniversary in 2031 and strengthen its role as a cultural cornerstone in Greater Cincinnati.
“Our 2026–2029 strategic plan builds on 145 years of service to the community and places the Cincinnati Art Museum at the heart of civic life,” said Cameron Kitchin, the museum’s director. “Arts and humanities are central to joy, learning and creative innovation. I am thrilled to embark on this next chapter together to inspire and connect people through the power of art.”
Inside the plan
The new plan reflects both continuity and renewal for an institution with deep local roots. Founded in 1881, the Cincinnati Art Museum houses more than 73,000 works spanning 6,000 years of art history and presents exhibitions from around the world.
Building on that legacy, CAM’s first priority – “Deep Community Connections” – underscores its belief that art contributes directly to wellness. Key components include ongoing research to inform how museums can better contribute to quality of life as well as creating and nurturing partnerships with organizations and experts who help people achieve health in body and mind.
To that point, the museum plans to expand community-oriented programs, including its new Member Yoga series, and conduct research on how art experiences can improve mental and physical health.
From there, the plan turns inward, emphasizing organizational well-being and sustainability. As CAM prepares for its sesquicentennial, leaders plan to modernize the Eden Park facility with energy-efficient upgrades and enhanced technology to ensure long-term care of its buildings, collections and staff.
Fundraising efforts will also adapt to evolving donor priorities as younger generations take a greater role in philanthropy as part of a global wealth transfer from Baby Boomers to Gen X, Millennials and Gen Z.
The museum’s third focus – “Radical Hospitality and Learning” – aims to make every visit more engaging and inclusive. Plans call for refreshed galleries, improved outdoor trails and sculpture spaces, expanded accessibility, and new digital tools to connect visitors more deeply with the art.
The intent, Kitchin said, is simple: to create experiences that leave guests happier and more inspired than when they arrived.
A continuation of recent success
CAM Board President Andrew Quinn and fellow board members Bruce Petrie Jr., Eric Kearney, Cheryl Rose and Kelly Vanasse began developing the plan in 2024, working alongside museum staff, community partners and other leaders throughout the process.
At its core, the strategic plan aims to attract and engage visitors – whether it’s the more than 16,000 people who attend the museum’s monthly Art After Dark events, the tens of thousands who participate in Learning & Interpretation programs and special exhibitions, or all of the other visitors from around the country who stop in to tour the curated works on display.
One way the museum aims to strengthen that connection is by keeping its doors open and accessible to everyone. For example, free general admission – made possible by the generosity of the Rosenthal Family Foundation – ensures that all visitors can experience the museum’s offerings. Continued support from the ArtsWave Campaign, the Ohio Arts Council, the City of Cincinnati, Art Bridges Foundation’s Access for All program and its members also allows CAM to expand those opportunities through ever more engaging and innovative programs.
The new strategic plan provides what Quinn called a “roadmap” for building on the success of the previous plan, which emphasized community engagement and visitor experience and resulted in signature projects such as the Art Climb, a renovated ground level and a more accessible front entrance.
“One of the most crucial roles an art museum plays in its community is contributing to its members’ quality of life,” Quinn said. “We know that the Cincinnati Art Museum has an impact. Now, as the organization writes its next chapter, it will continue to find new ways to serve the public with intention and purpose—driven by a desire to contribute to personal well-being and a vibrant Cincinnati.”
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