Arts, Culture, and Humanities

CINCINNATI CHAMBER ORCHESTRA INC

You could sit closer, but you'd have to bring an instrument.

aka CCO

Cincinnati, OH

Mission

We create intimate, transformative experiences that connect the musically curious.

Ruling Year

1975

General Manager

Ms. LeAnne Anklan

Main Address

4046 Hamilton Avenue Suite 200

Cincinnati, OH 45223 USA

Keywords

classical music, chamber music, orchestra, professional, international soloists, cincinnati, music, chamber orchestra

EIN

31-0865998

 Number

2531120136

Cause Area (NTEE Code)

Symphony Orchestras (A69)

Music (A68)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Sign in or create an account to view Form(s) 990 for 2016, 2015 and 2014.
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Social Media

Programs + Results

What we aim to solve New!

The Cincinnati Chamber Orchestra is working to achieve our mission: to create intimate, transformative experiences that connect the musically curious. We aim to find new ways to bring musical performance and education into our communities.

Our programs

What are the organization's current programs, how do they measure success, and who do the programs serve?

SOURCE: Self-reported by organization

Amahl and The Night Visitors

Summermusik {CCO Subscription Season}

Collaboration with VAE: Cincinnati's Vocal Arts Ensemble

Educational partnership with MYCincinnati

Where we workNew!

Charting Impact

Five powerful questions that require reflection about what really matters - results.

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have and haven't they accomplished so far?

The Cincinnati Chamber Orchestra updates and amends our goals annually as an organization. Our current set of goals is for 2018 and our overall goal is to to continue to build audiences in the second year of our new music director. The CCO will once again leverage our assets organization-wide to focus on initiatives that drive audience development for our 2018 festival season and winter series.

- Design our Series with Philanthropy in Mind: Consider collaborative opportunities with social service organizations.
- Financial/Philanthropic Stability: Build a diversified financial foundation for the CCO.
- Donor Centric Fundraising: Continue to build upon new DCF practices and recognize them as a central value of the CCO.
- Grow and Love the Board: Build an engaged and strengthened Board of Trustees.
- Audience Building: Increase audience numbers and revenue from last year.
- Audience Relationship Building: Continue to surprise and delight our audiences, bridging the gap between the audience and the art on stage.
- Stabilize our biennial production of "Amahl and the Night Visitors:" Acquire funders (donors, foundations, corporations) that can help create a stable future for "Amahl."
- Increase Presence in the Community: Build connections to promote the CCO in the communities in which we are active.

The CCO Board has the following committees that are working to achieve the organization's goals:
• Executive Committee
• Strategic Planning Committee
• Governance Committee
• Collective Bargaining Agreement (CBA) Committee
• Development Committee
• Marketing Committee
• Finance Committee
• Gala/Special Events Committee
• Community Engagement and Education Committee

The Cincinnati Chamber Orchestra also has a dedicated and diverse staff with a complementary set of skills that work daily toward the future growth of the CCO and the implementation of strategies to meet our organizational goals.

Board Committees check progress against their goals on a monthly or bi-monthly basis at committee meetings. The staff continually discusses progress toward goals at regular staff meetings and planning sessions. The overall organization meets annually at a retreat to discuss progress against our goals. Some of these indicators can include contributed and earned revenue figures, expenses numbers, analysis of key industry success indicator percentages (such as percent of the budget going directly toward the art we put on the stage) as well as the analysis of a variety of feedback methods from our attendees and donors.

The Cincinnati Chamber Orchestra has been thus far successful in accomplishing many of our goals. A few examples from just the past year are below:

1. "Amahl:" For our 2016 year, we had a goal to start to stabilize our funding and our financial situation for our production of "Amahl and the Night Visitors." This program is presented in conjunction with two local organizations - Madcap Puppets and Xavier University. This past year we were able to develop a new fiscal partnership with our collaborators where we were able to share both revenue and expenses, taking the heavy burden of producing this major endeavor off of one organization. This was successful in helping us to reduce our expenses by 15% from our previous production.

2. Donor-centric fundraising: We are working hard to implement donor-centric fundraising practices to help bridge the gap between our funders and the art. The successful implementation of these methods has led to a 67% increase in current donor gifts.

3. Board growth: As we have moved over the past several years toward strategic Board growth, we have been adding quality Board members who have complementary skill sets and backgrounds to those members we have currently serving.

4. Community connections: We are working toward expanding our connections in the communities in which we work and present performances. We have met with our community council, with other not for profits, and with educators and school officials within our office community of Northside. We have already participated in several events and performances and are planning several more.

As far as those goals that we have not yet accomplished, we are in the process of working toward audience development. We are also making progress toward our development goals for the year, but have not yet hit our target figures for those.

External Reviews

Affiliations & Memberships

American Symphony Orchestra League

Financials

CINCINNATI CHAMBER ORCHESTRA INC

Fiscal year: Jan 01 - Dec 31

Need more info on this nonprofit?

Need more info on this nonprofit?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2016, 2015 and 2014
A Pro report is also available for this organization for $125.
Click here to view a Sample Report.

Operations

The people, governance practices, and partners that make the organization tick.

Need more info?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2016, 2015 and 2014
A Pro report is also available for this organization for $125.
Click here to see what's included.

Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization

BOARD ORIENTATION & EDUCATION

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?

Yes

CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive within the past year?

No

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?

Yes

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?

Yes

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?

No

Organizational Demographics

In order to support nonprofits and gain valuable insight for the sector, GuideStar worked with D5—a five-year initiative to advance diversity, equity, and inclusion in philanthropy—in creating a questionnaire. This section is a voluntary questionnaire that empowers organizations to share information on the demographics of who works in and leads organizations. To protect the identity of individuals, we do not display sexual orientation or disability information for organizations with fewer than 15 staff. Any values displayed in this section are percentages of the total number of individuals in each category (e.g. 20% of all Board members for X organization are female).

SOURCE: Self-reported by organization

Gender

Race & Ethnicity

Sexual Orientation

This organization reports that it does not collect this information.

Disability

We do not display disability information for organizations with fewer than 15 staff.

Diversity Strategies

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We track retention of staff, board, and volunteers across demographic categories
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We track income levels of staff, senior staff, and board across demographic categories
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We track the age of staff, senior staff, and board
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We track the diversity of vendors (e.g., consultants, professional service firms)
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We have a diversity committee in place
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We have a diversity manager in place
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We have a diversity plan
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We use other methods to support diversity