In partnership with CCS Fundraising, the Cincinnati Symphony Orchestra (CSO) has embarked on strategic fundraising initiatives to ensure its long-term sustainability and relevance. This Q&A with the CSO’s Chief Philanthropy Officer, Mary McFadden Lawson, explores the orchestra’s comprehensive efforts to transform its vision to strategy by adapting to modern challenges and leveraging opportunities for growth. Glean insights on nonprofit innovation, diversity, digital engagement, and unprecedented philanthropy through our conversation, below.
About the Cincinnati Symphony Orchestra
The Cincinnati Symphony Orchestra, one of the oldest and most respected orchestras in the United States, has long been a beacon of artistic excellence and community engagement. Known for its rich classical repertoire, the CSO is also performs as the Cincinnati Pops, bringing a wide range of popular music to diverse audiences. Deeply involved in the community, the CSO offers educational programs and free concerts, and maintains a strong focus on diversity, equity, and inclusion, which is reflected in its organizational structure and programming.
A vision of Relevancy Across the US
What is the long-term vision for the Cincinnati Symphony Orchestra, and how are current operations aligned to achieve this vision?
Our vision is to be the most relevant orchestra in America. As part of our 10-year strategic plan, we’ve thoroughly examined every aspect of the organization to align our work with this vision. This has included adding two new departments: Diversity Equity & Inclusion, led by a new Chief Diversity & Inclusion Officer, and a Digital Content & Innovation team within our Communications department. We’ve also made quieter, yet significant, changes in how we hire, train, and retain staff, along with auditing our language and accessibility. We’ve challenged ourselves to deeply examine our Board and governance, and to find sustainable ways to host free community concerts. Every step, big or small, is in service to our overarching vision.
How Arts and Culture Strategies Can Shift
Can you discuss any recent strategic shifts or innovations the orchestra has undertaken to enhance its artistic and operational success?
It starts with our mission to seek and share inspiration, and we lean heavily on the seeking part.
Recently, the orchestra has undertaken significant strategic shifts and innovations to enhance both its artistic and operational success. We crafted a comprehensive strategic plan and implemented several key changes, including the creation of a DEI (Diversity, Equity, and Inclusion) department and a Digital Content & Innovations department, which did not exist before. These changes are part of a broader effort to fine-tune every aspect of the organization, from artistic planning and supplier lists to musician recruitment and audition processes, as well as shaping the board. All these changes are aimed at making the orchestra the most relevant in America. The initial results and feedback have been overwhelmingly positive, fuelling our determination to continue pursuing these strategic goals.
Embracing Diversity and Community
Could you share a specific initiative or project that demonstrates the orchestra’s commitment to social justice and its impact on the community?
Our approach is grounded in a longstanding care for the community, and our work today represents a much greater intentionality—an unapologetic effort to make music for all. We believe that music is for everyone and strive to eliminate barriers to access. While some may not support our focus on engaging those historically excluded from classical music, we remain committed to this because our priority is to serve the broader community, not just a select few. We offer free community concerts, collaborate with community partners, and provide a variety of ticket discounts and pay structures. We focus on addressing engagement deserts by guiding our decisions through data, ensuring that we reach areas and demographics not previously represented in our database.
Translating Vision to Strategy at Arts and Culture Institutions
As a leading arts and culture institution, Could you shed light on the orchestra’s fundraising strategies and how they have evolved to meet changing economic landscapes?
Nonprofit innovation doesn’t always mean creating something entirely new. For example, by examining how nonprofits outside the arts sector engage younger, more diverse donors, we can find valuable strategies for our own organization. Leveraging our online presence and social media for fundraising, while being data-driven in analysing results, can significantly enhance our approach. It’s crucial to focus on our organizational identity and messaging, rather than solely on our activities. Diverse voices within our team offer essential perspectives, as evidenced by our monthly e-newsletter. One team member highlighted the need to feature a story that represents a broader aspect of our community. We’re now taking a more holistic view of our messaging to foster deeper philanthropic connections. Language plays a key role in this process, and we’re grateful to CCS for initiating that important discussion.
How would you define a culture of philanthropy?
The culture of philanthropy at the CSO is defined by the understanding that every team member’s role contributes to the success of fundraising efforts. It’s about recognizing how each aspect of our work—whether it’s delivering a phenomenal concert experience, ensuring a seamless ticket purchasing process, or supporting music education in schools—enhances our ability to engage and impact donors. In this culture, there is a shared sense of celebration when gifts come in, not just by the philanthropy team but across the entire staff.
It’s not a siloed approach; rather, there is a clear understanding of how all departments’ efforts support the overall pathway to success. This shift towards a broader perspective on philanthropy, highlighted by changes such as the transition from my title as VP of Development to VP of Philanthropy and now to the role of Chief Philanthropy Officer, emphasizes the importance of integrating philanthropic goals with the work of all other areas, from marketing and communications to artistic programming.
How significant is the role of donor engagement and philanthropy in sustaining the orchestra’s mission, and what innovative approaches are you taking to enhance donor relations?
Donor engagement is how we make the intangible tangible. Connecting beyond the concert experience to how it comes together, to the people who make it happen, to spaces not often explored by audiences, to observing young listeners experience the full orchestra—each of these are mission moments and we lean into them for our donors. What is a normal day for us “at the office” is radically different than the average donor’s day, so we invite them in because we have found that experience speaks louder than a branded tote bag.
Harnessing Digital Trends for Expanded Reach
How has the Cincinnati Symphony Orchestra adapted to digital trends to reach wider audiences and engage with fans in innovative ways?
The Cincinnati Symphony Orchestra has adapted to digital trends by creating and integrating a Digital Content & Innovation department into our Communications team—it’s the intersection of storytelling, art and technology. Recognizing that digital and social media are now the primary channels through which people receive news and influence, we’ve built our digital strategy to complement rather than replace existing practices, ensuring we don’t alienate our established audiences. Our digital presence includes free, full-length concert livestreams, in-depth explorations of programs, sneak peeks of rehearsals and behind-the-scenes shorts, curriculum-supporting education videos, radio broadcasts, and commercial recordings. All of these elements have been well-received, reflecting our commitment to consistent and engaging digital efforts. We also offer digital program notes and detailed content that caters to enthusiasts to complement Fanfare Magazine print edition which focuses more on storytelling in a magazine format on an in-concert audience.
Future Challenges for Translating Vision to Strategy at Arts and Culture Institutions
What are the biggest challenges facing the Cincinnati Symphony Orchestra in the next five years, and how are you preparing to address them?
One major challenge is overcoming the persistent elitist perceptions associated with orchestras, perpetuated by media such as TV shows and movies. Despite our efforts to be community-focused and move beyond these outdated stereotypes, popular culture continues to reinforce them, making it difficult to change public perception.
Another significant challenge is demonstrating ongoing value and relevance to our audience. Even as we celebrate our successes, we must work to maintain engagement and show that there is always a need for continued support and involvement, ensuring that people don’t become complacent with what they already have.
To address these challenges, we are constantly revisiting our strategic plan, holding it up to changing trends and issues relevant to our field and community. This doesn’t mean we take a whiplash approach to what’s next, but it does mean we earnestly evaluate how our current work addresses impact and how we need to change the way we operate to be even more effective in the future. We look at trend lines instead of relying on a crystal ball, ensuring that our strategies remain adaptive and forward-looking.
Translating Vision Into strategy In the Coming Years
What opportunities do you see for the Cincinnati Symphony Orchestra in the next five years, and how do you plan to leverage them?
Despite the challenges, there are significant opportunities to redefine and broaden our image. A key opportunity lies in integrating our new Music Director into this work, leveraging his energy and artistic perspective to further our commitment that music is for all. This integration allows us to enhance our community connections and innovate in our engagement strategies, supported by digital trends and content innovations.
By folding in our new Music Director’s vision and focusing on inclusivity, we can more effectively reach wider audiences and deepen our impact, ensuring that the orchestra continues to evolve and resonate with diverse communities.
The Cincinnati Symphony Orchestra (CSO) continues to stand as a pillar of artistic excellence and community engagement, driven by a deep commitment to diversity, equity, and inclusion. Through strategic partnerships like the one with CCS Fundraising, the CSO is navigating the complexities of modern nonprofit innovation to secure its long-term sustainability and relevance. To discuss how to transfer vision to strategy at your arts and culture institutions, reach out to CCS.
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