My name is Abigail Dickson and I joined the team at the Center for Social Impact Strategy earlier this year. I hold my M.S. in Nonprofit Leadership from the University of Pennsylvania, a B.A. in Music Performance from Temple University, and I am an alumn of a CSIS Executive Program. Prior to joining, I worked extensively in the arts & culture space with both large and small nonprofit organizations.
It is widely recognized that creativity is a driving force behind social innovation. Artists and cultural leaders have long been at the forefront of imagining new possibilities, challenging norms, and strengthening communities. Yet, when it comes to translating that creativity into sustainable programming – initiatives which center community interests and generate revenue – many leaders still find themselves searching for reliable pathways forward.
This is where an expansive social impact toolkit becomes invaluable.
Sustainability, community investment, stakeholder collaboration, and the ability to articulate a clear value proposition are not abstract business concepts – they are skills which enable creative leaders to harness their vision and co-create meaningful, lasting change. When art & culture professionals mobilize with social impact strategy, they open new doors for partnership, program alignment, and long-term growth.
The Executive Program in Social Impact Strategy is a certificate program designed to provide just that by equipping students with skills to grow their social enterprise, bring tested approaches to their initiatives, broaden their knowledge of the social impact landscape, and expand their network.
CSIS has highlighted a number of arts and culture leaders who have participated in this program, including Meredith of Hillwood Estate, Museum & Gardens; Jaime at Grantmakers in the Arts; independent film producer and artist Kira; and at Ebony The Music Center. Our alumni represent a multitude of professional sectors, including many arts & culture leaders. From internationally known organizations to pioneering grassroots initiatives, CSIS is proud to have our alumni represent a network of leaders committed to community-centered approaches, stakeholder collaboration, and co-created meaningful solutions.
Words like leadership, fundraising, or operations can feel intimidating to anyone, but for many artists, they can feel especially foreign. Creatives often doubt their ability to engage in the operational side of their work, believing that business strategy lies outside their strength. Meanwhile, those working in arts management know all too well how easily a gap can form when it comes to centering profitability over artistry and community.
The idea that creativity and business must exist on opposite ends of the spectrum is a costly misconception.
When grounded in community investment, business strategy is not a departure from creativity, but a framework to support it. The right tools allow arts & culture leaders to co-create with their communities, build programs which reflect shared values, and design financially sustainable initiatives that amplify – rather than compromise – their artistic mission.
I have seen firsthand how transformative it can be when creative leaders gain access to a broader strategic toolkit that helps align a creative vision with community needs, financial sustainability, and long-term impact. For those in the arts & culture space looking to deepen partnerships and strengthen programs, social impact strategy is not only helpful, it’s essential.
For more information on our executive programs, alumni, and arts & culture impact, check out this video. Follow CSIS on LinkedIn for more student spotlights and announcements about upcoming free and cohort-based programs.