Developed by global posse productions, inc.
215 N. Dallas Avenue
Pittsburgh PA 15208
412 441 3069/337 9767 globalposse@hotmail.com
7 June, 2011

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Upgrading IT and Communications Platforms
Board Development
Projected Revenue Streams for Harmonic Hall

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This Strategic Planning Program by Program to Aid Citizen Enterprise’s (PACE) was supported by their funding partners who include Richard King Mellon Foundation, The
Pittsburgh Foundation, McCune Foundation, the Heinz Endowment and The POISE
Foundation who all support the projects endeavors of building capacity in mid-sized community –based non-profit organizations.
The planning group of global posse productions, inc and the executive members of
AAMI Leadership Team authorize this document.
____________________________________________________________________
Dr. James Johnson, Founder, African American Music Institute (AAMI)
_____________________________________________________________________
Pamela Johnson, Founder, African American Music Institute (AAMI)
______________________________________________________________________
Dr Veronica Morgan-Lee, Board President, African American Music Institute (AAMI)
_____________________________________________________________________
Wabei Siyolwe, Lead Consultant, global posse productions, inc.
______________________________________________________________________
Dr. Rodney Hopson, Consultant global posse productions, inc.

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“Philosophically AAMI is about preserving an entire tradition of
African Americans through the medium of music and showcasing black contributions to culture and the arts.”
“Enculturation in a Formal Setting: A Study of Problems and
Prospects in Afro-
American Music Education”
Dr. James Johnson, Founder, African American Music Institute.
“We have been in the community twenty eight years as an outsider in the middle of the hood and now we are here to stay.”
Pam Johnson, Founder African American Music Institute
The African American Music Institute (AAMI) mission is to provide programs of excellence under the guidance and tutelage of its committed, professional staff, volunteers and board members by providing systematic education and expertise in specialized instrumental and vocal training in all styles of the African-American and black music traditions that include Gospel, Negro Spirituals, Jazz, Blues,
Rhythm and Blues, Soul, Hip Hop and more.
For over twenty-eight years AAMI has distinguished itself among its peers as a clearinghouse for performing and recording opportunities for otherwise undiscovered-talent in the greater Pittsburgh community and beyond. Their numerous associations with local and national umbrella arts organizations include being judges and monitors for entities that include Billboard magazine as well as affiliation with the Association of Gospel Musicians (AGM), The Gospel Music Workshop of America
(GMWA), Berkelee College of Music, Count Basie Orchestra, Pittsburgh Jazz Orchestra, Duquesne
University Mary Pappert School of Music, Pittsburgh Symphony Orchestra, Sen. John Heinz Pittsburgh
Regional History Center, UPMC and the University of Pittsburgh and many other local businesses and non-profit service organizations.
AAMI is a community based institution, founded by ethnomusicologist Dr. James T. Johnson,
Jr., and his wife, vocalist Pamela Johnson, in 1982. Originally from Louisiana, the Johnson’s left
Shreveport, Louisiana in 1977, when “Dr. J” as he is affectionately known, came to Pittsburgh with his

5 high school sweetheart Pam to eventually complete his PhD in ethnomusicology and apply his dissertation Enculturation in a Formal Setting: A Study of Problems and Prospects in Afro-American
Music Education , their dream of a music school, into a real-life setting in the black community.
AAMI have discovered over time their “distinctive competence” and are now experts in good standing in the worlds of black music education both with national and international associations. This is their strength . They have mastered what they do and there is strong evidence through past assessments that to keep up with the demand their only choice is to grow. In order to grow they must continue to create a business model that will create a revenue stream as well as allow for more cost efficient, up to date technologies to come into daily operations (integrated MAC platform for all business components) to better address key organizational structures in the realms of mission and vision, governance, financing, programming and marketing.
All too often, organizational change approaches begin with an eye towards "problem" solving that is looking for what is not working, Such efforts often raise defensiveness and increase anxiety about potential change. Employee resistance often dooms even the best intentioned -- change initiatives. In this strategic process, it was important to develop a process that was inclusive of the
Johnson’s' leadership and years of cultural and community relationships.
As part of the strategic planning process a methodology of Appreciative Inquiry (AI) was used to focus the organizational assessment on "when were you at your best?" Rather than focusing on what is wrong, it asks affirming questions and encourages participants to focus on what works. It is a high engagement; strengths approach to organizational change and it aligns strengths with opportunities. It seeks collaborative inquiry and would allow the Johnson’s to remember their historical journey, the mission and the intentionality of the mission to celebrate and sustain black musical traditions and most importantly to affirm their ability to create, name and define AAMI, instead of allowing others to define their vision. AI methodology asserts that whatever an organization wants and needs exists within the organization.
This approach can be seen as Afro-centered in that it takes account of all the resources: gifts, wisdom, and knowledge, where the larger community provides the resources and the custodians are elders and specialists in the performance crafts. The strategic planning process occurred with the understanding that AAMl is committed to confront the challenges and opportunities to build and sustain the institute and that using a European centered model (Cartesian, linear, segregative), has been challenging but they are determined to continue to incorporate African governing models and

6 philosophy into their enterprise so that Kuumba 1 is their legacy. As evidenced from many of the comments during this study AAMI is indeed a hub of synergistic creativity and they needed to be recognized as an institution whose foundations are African in origin.
In the role of facilitator, global posse found it necessary respect this position and give voice to their point of view and cultural context as being an important factor when assessing and making recommendations on their behalf to the foundation community for resources to grow. This strategic plan needed to empower the Johnson’s to operate on their own terms based on their unique strengths and communitarian African philosophy.
AAMI’s mission has entered a GROWTH phase, following the methodological lifecycle model of
Susan Kenny Stevens, adopted by this strategic plan. Global posse has identified that the institutional growth of AAMI is critically dependent on the improvement of the organizations governance, operating model, fiscal management, and finally marketing for sustainability of the organization.
Specific areas needed to be reviewed, evaluated and formalized in the organization, and several have been identified over time through assessments and evaluations of AAMI since 1995.
There is now adequate evidence to show that the board has embraced responsibility of the institution and that the community has embraced AAMI’s service to the community. After twenty eight years of being a start up, a “Mom and Pop” organization with an informal operations and marketing system, yet solid instruction of approximately one hundred and fifty students, loyal, active volunteers and board members are accepting responsibility for the organization. AAMI is at a critical point between start up and maturity, where foundation support to strengthen the organization is needed as well as opportunities to create a revenue stream through revenue initiatives that include the Harmonic Hall, as well as a strong affordable enrollment initiative in all instructional music courses. AAMI is now addressing four critical elements in their organization: governance, operating model, fiscal management and marketing.
Through consultation and with the support of several stakeholders who include Advancing Black
Arts, The Heinz Endowment, The Pittsburgh Foundation, the Poise Foundation, Program to Aid Citizen
Enterprise (PACE), AAMI is taking bold steps to claim its mission and provide better services and has a profound acceptance that survival of the organization demands the organization require a continuous strategic plan and roadmap for success.
1 Kuumba is Creativity in Kiswahili, which was coined by as one of the seven tenets of Kwanzaa, a celebration of Family, Community and
Culture)

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The focus of this consultancy by global posse productions, inc., is to ensure that the Afro-
American Music Institute (AAMI) identify areas of need to strengthen the capacity of the organization.
Through an eight-month process from October, 2010 to June, 2011 the process included a work plan, review of previous assessments and strategic plans to identify AAMI organizational lifecycle placement, weekly meetings and interviews with the Leadership Team as well as their constituents. There was data collection through focus groups, cultural scans, market research, surveys to identify trends (Refer to schedule of data collection on page 14 as well a Appendix A for sample template of key questions in
Appendix B and Summary of Data Collection).
Through this consultancy with AAMI, programs, management, governance, resources and systems were reviewed to rearticulate the AAMI mission and vision as well as identify the most important issues for the organization to address to ensure sustainability and self determination through strengthening internal revenue streams so that daily operating expenses are achievable from enrollment, presentations and programming of AAMI. This desire could be made possible by creating a strategic plan and applying stage-based lifecycle diagnostic approach and theory developed by Susan
Kenny Stevens (2002, 2008) with a special focus on Founder’s Lifecycle 2 . The process culminated in this strategic plan for AAMI to strengthen their capacity through focusing on four viable goals to address:
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Programming
These topics could include curriculum matters pertaining to reviewing pricing/costs, ways to evaluate AAMI programming and developing a home-based performance space called
Harmonic Hall;
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Marketing and Public Relations
These topics could include communication and technology and issues related to instructional IT for leadership as well as upgrading the IT capacity of AAMI with MAC based system and applications to strengthen their branding, use of social media, and communicating with those who attend the AAMI events as well as constituents;
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Finances
These topics could include financial management, internal financial structure of AAMI, and funding development, including all matters pertaining to expenses, audit, payroll taxes, and budget expenses during fiscal year (beginning September of every year;
2 NONPROFIT LIFECYCLES: Stage-based Wisdom for Nonprofit Capacity. This model was used in the planning process of this business plan. The lifecycle approach to non-profit capacity into a set of discrete stages, defined by the competencies and performance measurements associated with each stage.

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Governance
These topics could include strengthening organizational leadership, which includes board development, and clarity of internal management of AAMI.
For the past two years the Johnson’s have sought $100,000 from state and local foundations to renovate what was once the loading dock of the local post office in their back lot into the Harmonic Hall, a multipurpose performing venue for AAMI.
When AAMI moved from Tioga Street eight years ago, they lost their performing venue for most of their programming. They also lost their community space that was a gathering place for musical and cultural exchanges. The hall contributes to social entrepreneurship and value added for the future growth and capacity of AAMI. The hall will provide a space for artistic performances, program expansion, artistic collaborations and outreach to Homewood and the greater Pittsburgh communities.
It will provide space for concerts, productions, and rentals that all will generate revenue and financial capacity. The Harmonic Hall will provide a much needed performance hall for recitals to highlight student growth/outcomes and support retention and recruitment of new students. The harmonic hall will stop the present drain on the budget because of the need to rent space for programming and be adequate for audiences of one hundred and seventy five people or more.
It is also anticipated that the revenue from Harmonic Hall performances and rentals will provide
AAMI with much-needed operational dollars and assist with cash flow. The Hall will open new sources of fiscal capacity and reduce AAMI’s almost total dependence on outside grant funding sources.
Currently, the Harmonic Hall is an empty shell without a piano, The piano is necessary and needed to open the doors of Harmonic Hall in September so that entrepreneurial opportunities and increased forms of revenue can take place. As an organization with twenty-eight years of artistic programming, which at times has been challenged financially and organizationally, AAMI are now far beyond a “small community based or ganization serving the black community”. Capacity needs are multifaceted and this reality has been shared with many concept as well as assessment groups in recent years.
The long-term strategic planning is to enact the changes needed. The long-term strategic vision for the Harmonic Hall focuses on building capacity for growth in all the areas outlined in this document and in the table that follows. AAMI is an important resource in the Homewood community and beyond as evidenced in the large press archive, and they will be around for many years to come. However, although AAMI recognizes and appreciated the time, talent and treasures of many, it was built and

9 created on the African philosophical principles of Kwanzaa that include Imani (faith) and Kujichagulia
(self determination), which will continue to guide them as they revitalize, shift and embrace organizational change for a more sustainable future.
This strategic idea is to find funding for Harmonic Hall has been ongoing and includes furnishing the
Harmonic Hall with a piano and chairs through such initiatives as AAMI Buy a Chair Campaign. These two simple doable strategies will make it possible to generate rentals by churches, small arts organizations, artists and groups needing space for rehearsal and performance as well as provide an opportunity to revive past AAMI programming that includes Come Sunday, which has been excluded from AAMI programming for the past eight years due to lack of appropriate space to seat the large numbers of jazz lovers who will pay $20 to kick back and listen, jam and play, with some of Pittsburgh’s most noted jazz artists. Below is the projected income and costs related to opening Harmonic Hall.
Program Use/Need for Hall
Come Sunday Programs
Saturday Music Forums
Arts Organizations/
Rehearsal Space
Students Recitals
Community Concerts
Program Objective/ Capacity
Program
Schedule
Musical Presentations, study, celebrate 4 perf./year black music traditions
Mission/Income/Marketing
Audience Development, generate interest in music Mission/Income
4 th sat each month $2,400
Earned Income
$20/person x 150 people/$12,000
Generate Income/PR & Marketing 3
– 5 rentals/ month
$75 (for 3 hrs.) x 4/month/$8,100
Program and Student Outcomes $5/personx600 people/$3,000
Community Outreach
4 recitals/ year
8/year $200 rental x 8/$1,600
Summer Youth Intensive
Church Music Workshops
Camp Programs
– sustaining black music traditions of voice and
Instrumentation
Mission
1 month/20 days $25 registration fee x 50
4/year people/$50 - $1, 250 x 2 weeks x
50 individuals x $200 - $10,000
$20/person x 600 people/$12,000
Equipment
Chairs
Piano
Uses
Seat up to 140 in Harmonic Hall
Amount
$20 x 140 = $ 2,800
Performances, Rehearsals, Workshops $2,500

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Building off of the key points from the previous assessments of communication and technology, marketing, finances and public relations there is evidence that the AAMI leadership team have to upgrade their IT skills and digitize their entire operations system for enrollment, programming, teachers portfolio’s, artist portfolios, curriculum, letters, website and blogs, marketing standards, parent and school forms and information packs. Finding information in the organization is still almost entirely paper based and there is no cohesive filing system. AAMI need to have access to professional development to update their computer literacy and make more efficient use of their time and energy in running the institute with applications that will improve their communication, accountability, visibility and connection with their constituents.
Equipment
2 Mac Book Pro laptops
2 iMac desktop monitor and tower
Training Software to include
Applecare, Sage, Word, Protools,
Logic Studio, Final Cut, Pro Tools,
Sibelius, Wave Editor, Reason and
Native Instruments
Uses
Program Coordinator
Amount
$999 each x 2/$2000
Artistic Director
Reception and Volunteer bookkeeper $1,999 x 2/$4000
$3,000 Word processing, finance management technical support and training sessions, professional applications that lets you write, record, edit, mix, and perform music and video, synthesized instrumentation
:
Building off of the assessments to date AAMI wants to formalize and strengthen a new board during a retreat in September 2011 to take a unified look at roles of legal board, advisory board, and management; review by-laws, review budgets, and set organizational direction and targets, initiate tools to review CEO/ED performance, monitor potential conflicts of interest, scrutinize audits, or review IRS and state filings. The sample budget below would afford AAMI an opportunity to strategize as a board at an annual retreat and would afford an IT specialist to upgrade their IT systems to integrate all of their operations into one MAC based platform.
Activity Amount
Board Retreat (lodging, meals, materials, supplies) $5,000
Increased Human Resources IT/Web Administrator $10,000/year x 2 @ $20,000

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The Afro-American Music Institute (AAMI) began in 1982 and has had significant changes over time. As a proprietary venture, founders Dr. James Johnson and his wife, Pamela began classes in the basement at St. James AME Church’s Sumpter Hall in the East Liberty section of Pittsburgh. Within six years, program growth necessitated a move to the Alma Illery Annex in 1988, located at 7227 Tioga
Street, Homewood, affectionately called “The Alley”.
As the reputation of the Institute grew, residents of varied social and economic backgrounds sought enrollment at AAMI for the opportunity to learn music from an African-American perspective.
By 1990 AAMI Boys’ Choir was founded and is now nationally recognized as a premier boys choir with several appearances on national television and international touring to rave reviews for openings, conventions and festivals. With the encouragement of the funding community AAMI incorporated in
June 1992 and positioned itself in one of Pittsburgh's historically rich yet economically and socially disadvantaged communities: Homewood/Brushton which has experienced residential flight, violence, drugs, gangs, mis-education, underemployment and also lack of any economic development. AAMI is a beacon of hope and anchor rooted in Homewood and has recently celebrated twenty-eight years as a valued and recognized institution and symbol of resilience in this community and the city of Pittsburgh.

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AAMI provides instrumental and vocal music training, knowledge, and techniques in Black music traditions in this social context.
AAMI incorporated as a 501 (c) 3 non-profit in March 1993 with the aim to promote the tradition of black music to ensure that it is clearly passed on through a researched curriculum, recognized in the educational and professional arena and in the national spirit of American music as a model arts institution with programming for both teaching and presentation of the African-American musical heritage, with community based out of school programs for children and adults. Ten years later on
August 15, 2003, AAMI closed the doors at its location at 7227 Tioga Street and moved into its newly purchased building at 7131 Hamilton Avenue in Homewood-Brushton. due to increased demand for services with an average growing enrollment of 110 to 300.
The Institute provides musical programs that are developmental and serve children, ages six through adults and seniors. AAMI's curriculum includes structured courses that involve small group and individual instruction. Students interface with four departments with specific course offerings in four departments that include General Music, Afro American Church Music, Jazz and Performing. All courses are hands on, student-centered, dual curriculum of a systemized and /or open enrollment format. Classes are in vocal techniques, song literature, songwriting and music industry, music composition, improvisation, theory, chart reading, ear training, studio recording, and local, national and international performance opportunities.
Dr. J has successfully been able to transfer his dissertation and exposure in the black church community and take those experiences and put them into a formalized curriculum.
AAMI’s distinguished faculty have included Dr. J, Howie Long, Sean Jones, Sheila Johnson, Pam
Johnson, Gerald Savage, Dr. Nelson Harrison, Dr. Kwabena Nkietia, Elie Kohonia, Charles Lumpkins and Ira Ross to name a few.
Marketing and publicity over time has been informal, by word of mouth as well as mainly through fliers for their programming, which includes the worldrenowned AAMI’s Boys Choir, Out of School community music program, Saturday Music Forum, Come Sunday Lousi- Anns Gumbo Fest and
Gospel Arts Workshop. In 2007 PCTV Ch. 21 produced Pondering with Pamela, an informative program hosted by Pamela Johnson, co-founder and program coordinator of AAMI and used as a marketing tool. The purpose of this show is to increase public awareness and bring more visibility to
AAMI by showcasing years of excellence in helping youth and adults develop their musicals skills in addition to featuring quality performances from staff, students, and guest artists with a wide range of black musical styles. All of this programming as well as their fundraisers for the 10 th , 15 th , 20 th , 25 th and
28 th anniversary have advanced the mission, artistic vision, and growth of AAMI over the years.

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AAMI is one of the few community-based music schools in the country that addresses core musical elements of both the secular and sacred music of the African Diaspora. AAMI is committed to serving black males by providing alternative opportunities for them to develop a positive sense of self through
The Summer Youth Intensive Music Camp Lab that includes The Boys Choir annual Father’s Day
Tribute to Fathers and the Jazz Ensemble, for local, national, and international educational and performance experiences
AAMI has proven it is a major force in the music scene in western Pennsylvania and in the nation and has partnered with numerous organizations that include Pittsburgh Symphony Orchestra
Community Partners Program, The Pittsburgh Chapter of Alpha Alpha Omega, and Melting Pot
Orchestra of Cleveland. Through these partnerships they have exposed their students to class acts that include Joe Harris (1995) Ahmad Jamal ( 2005), Isaac Hayes (2008), Chaka Khan (2009), to name a few.
The work, support, and musical empowerment that these programs offer to the entire community speaks to the commitment that AAMI has to changing and stemming the tide of violence and social, economic and educational deficits in Homewood –Brushton by showcasing the assets and rich cultural gifts of the community. The artistic offerings of AAMI are extremely important for the preservation of musical art forms that are intricate threads in a cultural fabric and historical legacy of African
Americans. The mission of AAMI preserves and promotes these indigenous forms of music and makes the institute unique and essential in the field of pre-collegiate music education. The institute has a vision for enrollment to reach 500 students but needs to build capacity by developing its programming, marketing and public relations, finances and governance and to reach this goal.
There have been several strategic plans and assessments over time that include:
MCAI Cultural Scan
AAMI Strategic Arts Management Plan
2005
2006-2007
Dewey and Kaye Organizational Assessment
(PACE) Organizational Capacity Assessment Tool (POCAT) global posse productions, inc Strategic Plan
2008
2010
2011
The following sections describe in summary the major points of interest about AAMI according to the key consultant reports to date and highlight key areas in the strategic planning that must always be addressed in the future by the Board of Directors of AAMI. In particular, the sections summarize the key features of the reports in detail and integrate the data collection process and schedule that took place by the global posse productions team. For detail, about the data collection that took place for the current strategic plan, see below:

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A total of 33 key stakeholders took part in needs assessment data collection process during the month of March. 15 parents, 11 adult students, and 7 faculty took part in audiotape semi-structured focus group interviews and surveys as scheduled (see Appendix A for a copy of the needs assessment survey):
Date
Weds, 2/11
Instrumentation
Group interview
Sat, 3/4
Mon, 3/7
Fri, 3/11
4/29-5/14/11
Key Stakeholder
Leadership Team: Dr.
Johnson, Mrs. Johnson, Dr.
Morgan-Lee
Parents, Adult Students
Parents, Adult Students
Faculty
Environmental and Cultural
Scan
Focus Groups & Survey
Focus Groups & Survey
Focus Groups & Survey
Interviews

Mission selfassessment findings show that there is clear expression of organization’s reason for existence that describes an enduring reality that reflects its values and purpose; broadly held within organization and frequently referred to.

Clarity of Vision self assessment findings show that it is clear and specific with an understanding of what the organization aspires to become or achieve; held by many within the organization and often used to direct actions and set priorities. It was also seen by some members of the leadership team that this perception is held by only a few; or “on the wall,” but rarely used to direct actions or set priorities; Artistic.

Operational Planning self assessment shows some ability and tendency to develop high-level operational plan either internally or via external assistance; operational plan loosely or not linked to strategic planning activities and annual budget and used roughly to guide operations;

Ability to Motivate & Mobilize Constituents self assessment shows those with potential to be most affected by organization’s work see organization as inspiring and motivating; they are excited to be involved; meetings held regularly and are routinely well-attended; organization has ability to motivate a broad range of community members into action. However another assessment shows that those with potential to be most affected by organization’s work have some knowledge of organization, meetings held regularly, but attendance varies widely; organization has ability to motivate a small core group of community members into action
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Strategic Planning self assessment shows an ability and tendency to develop and refine concrete, realistic strategic plan; some internal expertise in strategic planning or access to relevant external assistance; strategic planning carried out on a near regular basis by board of directors; current strategic plan used to guide management decisions. However there was also some ability and tendency to develop high level strategic plan either internally or via external assistance; strategic plan roughly directs management decisions;

Monitoring of Landscape assessment shows a basic knowledge of players and alternative models in program area but limited ability to adapt behavior based on acquired understanding but has

15 potential for a solid knowledge of players and alternative models in program area; good ability to adapt behavior based on acquired understanding, but only occasionally carried out;

Goals Performance and Targets assessment show realistic targets exist in some key areas, and are mostly aligned with aspirations and strategy; may lack aggressiveness, or be short-term, lack milestones, or mostly focused on “inputs” (things to do right), or often renegotiated; staff and board may or may not know and adopt targets.
Building off of the key points from the previous mission and vision assessments suggest that AAMI is a viable organization with an important and well-stated mission that reflects its larger values and purposes. There is a clear sense of vision and directi on as articulated by the Johnson’s and supported by an active board. AAMI goals and targets continue to mobilize constituents and audiences, such as parents, alumni, and a solid local community base in the local community and beyond. Dr. J describes the philosophical vision of AAMI as follows:
Philosophically AAMI are talking about preserving an entire tradition that’s pretty broad. How do we do that we do it thorough systemized education performance platforms and recording opportunities group presentations they be vocal or instrumental so that’s pretty much giving people in the community both locally and at large an opportunity to realize their dreams at the institute through African
American music.
Board chair, Dr. Morgan-Lee identifies that the African American music traditions are key to the mission of AAMI:
I think the mission is one of the better-written mission statements that I have seen in that it is very focused on the music tradition that we are looking at is black. African
American and African music traditions and that’s jazz gospel blues spirituals we want to make sure that the history of that music tradition is clearly passed on and that is the legacy to that and that that is our focus in terms of training students here in the institute and that is want we want to cultivate we want people to come to the institute to find a home to listen to jazz listen to blues, gospel.
The continued key to the sustainability of the AAMI mission is its vision of sustainability in its short and long term planning efforts. These mission and vision efforts are interrelated as Dr. J illustrates, especially as it relates to generating and sustaining revenue for the organization:
… vision I was one to say how does your vision change the landscape the fact that we want to be a clearinghouse for Afro American music and Afro American music education nationally internationally pretty much is my vision to see AAMI become self sustaining to get to the point to where the revenue of AAMI is the basic operation that ’s sustained through other generated revenue that means that the curriculum is the basic operation of what we do.
For instance, with the development of the Harmonic Hall, efforts are underway to diversify its financial development beyond tuition and philanthropic funding. For instance, Dr. Morgan-Lee suggests:

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In order to sustain our mission we have to make sure that we sustain ourselves.
By having a Harmonic Hall that would generate revenue and by having a tuition base that generates revenue that together those two things sustain our culture and our history in this community. And what does that speak to? That to me speaks to a vision where people, name themselves, claim themselves and make sure that they can sustain a legacy in their own community.
She distinguishes the AAMI vision in three parts as reflected below, one artistic, one financial, and one community, all intertwined and supporting of one another and part of the larger whole.
While strengths of AAMI tend to be in its artistic programming, efforts are underway with the board to ensure that the financial and community elements are clearly identified. In addition to the financial vision challenges, there are community vision challenges that exist. While the location of AAMI in
Homewood-Brushton is a deliberate one to maintain its purpose in the community it serves, nonetheless, it has challenges in being recognized in its own community. Mrs. Pam Johnson identifies a disconnection in the local community, even though AAMI recently celebrated its twenty-eighth year anniversary:
Our people look at us totally different like, “they have a building” they are still trying to figure out how we do it, how we made it, how are we able to do so much …my husband and I are very busy trying to keep the doors open we can’t be every place every time and we can’t attend these glorified meetings so they didn’t see our faces in the community until the Homewood Festival...
When it comes to survey data regarding mission, all respondents indicate the AAMI mission is clear and their (or their child’s) participation is important to the mission but that the mission is not only for students of Homewood. Regarding the survey data related to vision, nearly all respondents believe
AAMI serves as a clearinghouse. Respondents are not clear how the AAMI vision is very similar to other arts organizations although they do not believe that AAMI is very similar to other organizations.
More than half of each respondent group believes AAMI is well understood in the local community of
Homewood but more faculty believe AAMI is more well understood in nationally and internationally, and

17 in the larger regional community of Pittsburgh than in Homewood. More parents and students are not sure how well AAMI is well understood nationally and internationally.

Fundraising assessment overall was generally weak fund-raising skills and lack of expertise (either internal or access to external expertise)

Board Involvement and Participation in Fund Raising assessment shows that most members do not recognize fundraising as one of the board’s roles and responsibilities; no goals or plans for board-driven fundraising activities exist; board members donate minimally to the organization;

Funding Model assessment shows us that the organization has access to multiple types of funding
(e.g. government, foundations, corporations, private individuals) with only a few funders in each type, or has many funders within only one or two types of funders;

Fund Development Planning assessment recognizes need to develop systems for long-term planning, revenue diversification and outlining and managing to target goals; fund development includes several activities, but is not connected to organization’s long- term strategic plan and budget projections

Databases/ Management Reporting Systems assessment shows that there are no systems for tracking clients, donors, donations, volunteers, acknowledgements, program outcomes and financial information;

Board Governance assessment shows that the leadership of AAMI believes that roles of legal board, advisory board, and management are clear; board functions according to by-laws, reviews budgets, and occasionally sets organizational direction and targets, but does not regularly review
CEO/ED performance, monitor potential conflicts or interest, scrutinize audits, or review IRS and state filings roles of legal board, advisory board, and management are unclear; board rarely scrutinizes budgets, holds CEO/ED accountable, or operates according to formal procedures.
Current by-laws are not in place.

Board Composition & Commitment assessment shows Board moves beyond “friends and family” with personal affiliations and recruits outside professionals who bring increased expectations for performance. Some diversity in fields of practice and expertise; membership represents a few different constituencies relevant to organization; some evidence of commitment to organization’s success, vision and mission; regular meetings are well-planned and attendance is adequate; occasional subcommittee meetings;

Board Involvement & Support assessment shows board provides occasional direction, support and accountability to leadership; informed about all ‘material’ matters in a timely manner and responses/decisions actively solicited. Members accept that the board has some fundraising responsibilities. Members almost always have a personal connection to the mission or founder.
Membership with limited diversity in fields of practice and expertise; drawn from a narrow spectrum of constituencies relevant to the organization; little or no relevant experience; commitment to organization’s success, vision, and mission is unclear; meetings are sporadic and/or attendance is sometimes poor;

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Paid Staff & Volunteer Staff assessment shows leadership believes it has a variety of staff backgrounds and experiences; good capabilities, including some ability to solve problems they arise; many interested in work beyond thei r current jobs and in the success of the organization’s mission but they also believe that Staff drawn from diverse backgrounds and experiences, and bring a broad range of skills; most are highly capable, well versed and committed to mission and strategy; eager to learn and develop, and assume increased responsibility;

Recruitment, Development, & Retention of General Staff assessment shows two differing views one being there is no active development tools/programs; feedback and coaching occur sporadically; performance evaluated occasionally; limited willingness to ensure high quality job occupancy; sporadic initiatives to identify new talent and the other by the founder Dr. Johnson is that there is limited or no use of active development tools/programs; frequent formal and informal coaching and feedback; performance regularly evaluated and discussed; genuine concern for high quality job occupancy; regular concerted initiatives to identify new talent;
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Staffing Levels assessment shows critical positions within and peripheral to organization are staffed, though some inappropriately; attendance problems are limited; high turnover is sometimes a challenge. Leadership was conflicted on this matter and also stated that critical positions within and peripheral to organization are adequately and appropriately staffed; attendance problems are rare; turnover is limited. Dr. Johnson however believes that all positions within and peripheral to organization are adequately and appropriately staffed; attendance problems are extremely rare; turnover is limited; vacancies filled immediately.
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Human Resources Planning assessment shows some ability and tendency to develop high-level
HR plan either internally or via external assistance; HR plan loosely or not linked to strategic planning activities and roughly guides HR activities; job descriptions and personnel policy tend to be static;
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Performance as Shared Value assessment shows employee contribution to social, financial and organizational impact is typically considered as a preeminent criterion in making hiring, rewards and promotion decisions; important decisions about the organization are embedded in comprehensive performance thinking;
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Volunteers assessment is very mixed starting with limited abilities; may be unreliable or have low commitment; few systems in place to recruit, train, support and manage volunteers; extremely high turnover good abilities; mostly reliable, loyal, and committed to organization’s success; volunteers managed but without standards and little accountability; basic training to volunteers provided, generally on an ad hoc basis; some active recruitment of volunteers; high turnover. Dr. Johnson believes he has a very capable set of individuals, bring required skills to organization; reliable, loyal and h ighly committed to organization’s success and to “making things happen”, work easily with most staff, but do not generally play core roles without substantial staff supervision; volunteer trainings take place periodically; volunteers are managed and contribute to the overall success of the organization; moderate turnover;
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ED/CEO Experience & Sharing and Personal & Interpersonal Effectiveness assessment from consultants and outsiders shows Limited experience in nonprofit management and few relevant capabilities from other field(s); little evidence of social entrepreneur-like qualities; limited recognition in nonprofit community. The Johnson’s are recognized in the arts community for their artistic work: however, their management skills as non-profit leaders are very weak and some individuals often
However Dr. Johnson is viewed as an outstanding “people person: uses diversity of communication

19 styles, including exceptional charisma, to inspire others and achieve impact; continually self-aware, actively works to better oneself; outstanding track record of learning and personal development. Dr.
Johnson assesses himself as having significant experience in nonprofit management; many relevant capabilities from other field(s); significant evidence of social entrepreneur-like qualities; some national recognition as a leader/shaper in particular sector;
Building off of the key points from the previous assessments of fundraising indicate that the fundraising efforts are in need of continual evaluation and development. In the way of strengths, AAMI has access to a diverse portfolio of funding support and there are key staffs in positions that continue to support the operation of the organization. Board governance is knowledgeable with local, state, and national targets and procedures for fundraising.
Overall, however, some real concerns remain about fundraising. As previous assessments suggest, there are currently no dedicated staff with primary attention to fundraising and the board governance in fundraising is not well articulated yet. There is a need for more human and reporting systems
(database, management, and budgetary) for documenting and tracking clients, donors, donations, and volunteers. There is considerable opportunity to develop more strategic fundraising efforts that would support the financial vision part of the larger AAMI vision. Dr. Morgan-Lee speaks to this in the following, in connecting the possibility of fundraising to the sustainability of AAMI, “ Our challenges are always on our financial side and that we are not risk takers enough to set a financial vision for sustainability where we drive as opposed to somebody else drives…often we think we need someone else to survive.”
Issues related to funding are generally unknown by AAMI stakeholders as reflected in surveys of parents, adult students, and faculty. For instance, the surveys suggest that one of the most important challenges is improving the sustainability of AAMI for the next generation of musicians and performers but most disagree, especially faculty and parents believe that under funding of activities and operations is a major problem. Students do not seem to know about this issue of under funding. As one parent reflects from the focus group interview, there is at least recognition that keeping a stronger and broader funding base is critical to the sustainability of AAMI:
The support from the individuals that base needs to get broader and stay constant.
It’s small and can’t hold a lot of people at the same time. People need to be more aware of how they can help and how they can support. We don’t want it to go away so we don’t want those people to go away.
In order to improve its fundraising potential, previous assessments suggest that efforts be made to develop a more strategic fundraising effort where all stakeholders: board, leadership team, parents, students, and staff are involved. One such effort that recently took place is the 28 th annual celebration of AAMI at the Rivers Club, evidence of the potential of more fundraising efforts.
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Financial Planning/ Budgeting assessments are conflicting and the financial consultant believes there is no or very limited financial planning; general budget for entire central organization performance against budget loosely or not monitored. The board members however feel there are limited financial plans, ad hoc update; budget utilized as operational tool; used to guide/access

20 financial activities; some attempt to isolate divisional (program or geographical) budgets within central budget; performance-to-budget monitored periodically;
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Financial Operations Management assessments from Dr, Johnson believes the financial activities transparent, clearly and consistently recorded and documented, include appropriate checks and balances, and tracked to approve budget. The other board members feel gifts and grants deposited and acknowledged, bills paid, supporting documentation collected/retained;
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Business Plan Development assessments show that AAMI recognize need to develop systems and gain expertise in developing a business plan for the entire agency and as a part of planning a new program or expanding an old program. Dr. Johnson believes that some systems in place, either internally or via external assistance, to develop a business plan for the entire agency and as a part of planning a new program or expanding an old program.
Building off of the key points from the previous assessments of financial management related to AAMI, financial operations are in operation and well documented and recorded by the leadership team and the board. The reality of lack of financial vision is clear from the lack of financial and business plan development. These previous assessments point to the need to solicit key expertise in these areas where systems and capacity building can occur.
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Program Relevance & Integration revealed that Dr. Johnson believes that all programs and services well-defined and fully aligned with mission, overarching goals, and constituency; program offerings are clearly linked to one another and to overall strategy; synergies across programs are captured also the other board members believe Most core programs and services well-defined and solidly linked with mission and overarching goals; program offerings may be somewhat scattered and not fully integrated into clear strategy;
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Program Growth & Replication shows limited assessment of possibility of scaling up existing programs and, when judged appropriate, action occasionally taken; able to scale up or replicate existing programs. Dr. Johnson believes there is occasional assessment of possibility of scaling up existing programs and, when judged appropriate, action occasionally taken; able to scale up or replicate existing programs;
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New Program Development assessment revealed that Dr. Johnson believes continual assessment of gaps in ability of existing programs to meet recipient needs, with adjustments regularly made; ability and tendency to efficiently and effectively create new, innovative programs to meet needs in local area or other geographies; continuous pipeline of new ideas; continual planning and implementation of a full series of programs over a one year planning horizon. However board members believe that there is limited assessment of gaps in ability of existing programs to meet recipient needs, with little or limited action taken; some ability to modify existing programs and create new programs; limited ability to plan and implement a full series of programs over a one year planning horizon;

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Building off of the key points from the previous assessments of program design/development indicates that the programmatic elements of the AAMI vision remain the most articulated and diverse. As Dr.
Morgan-Lee echoes in the following statement, noting the impact of AAMI on its local and extended
Pittsburgh community, “ Our strengths are always on our programmatic side our we interface our mission with bringing about change in our communities.” The board, leadership team, and parents provide strong evidence, for instance, in the faculty and staff who make up AAMI. Countless testimonies and responses suggest that the faculty provide a diverse range of programming in the
African American tradition. Below are several illustrative examples of comments from parents/grandparents about this very fact, especially in its ability to offer a unique perspe ctive to it’s programming in the city of Pittsburgh:
I think with the boy’s choir they are not just teaching notes they are developing young men in that respect. The fact they are building into lives and is a positive indication of the people instilling the character in the young people as well as adults. They deal with all people.
My grandson has been taking drum lessons he has been here for three months wanted a more technical skills given to him so he could apply himself now he is learning to read music and I am pleased that it is in our community I don’t have to go outside anywhere else in Pittsburgh its’ here in our community among our people
I’ve been coming here for several years through a musician at my church several years ago I first heard about it from a musician from my church I’ve been coming for a few years and I’ve enjoyed every minute of it. I needed to be exposed to a more contemporary music, which I needed at church. I am a student of piano.
Where AAMI provides a unique perspective to arts and music in the city and even its national reputation within the school system and the Berkelee Music School in Boston, MA, there are some challenges in its program design and development which have to do with the value of its programming in the immediate and larger community. For example, according to the needs assessment survey data, most respondents disagree that being known by Homewood is more important than being known by the greater Pittsburgh community. There is not very much agreement about whether the local community values AAMI more than other activities in the community. More students believed that the local community values AAMI more and most parents and faculty disagreed with this statement. While AAMI is believed to be an anchor and beacon of light to the community of Homewood and agree that AAMI can continue to serve as model arts organization but needs to rely on outside of local community support. One area that most believe strongly is in getting the word out about AAMI through the
Pittsburgh Public Schools.
There is some evidence that programming relat ionships with the Homewood Children’s Village have opportunity but remain especially unclear at the moment. From the position of the AAMI leadership team, there are some rather strong concerns about the reality of HCV being less enthusiastic of AAMI’s tradition and program efforts and the HCV as being something primarily supported and mandated by an external funding community rather than from within Homewood itself. From the survey data, lack of clarity is the main finding. That is, most respondents are not sure how the AAMI fits into the proposed
Homewood Children’s Village with more parents and faculty than students unaware of the benefits of
HCV to AAMI and the larger Homewood community.

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Evaluation/Performance Measurement shows very limited measurement and tracking of performance and progress; all or most evaluation based on anecdotal evidence; no external performance comparisons made; organization collects some data on program activities and outputs
(e.g. number of children served), but has no measurement of outcomes (e.g. the extent to which the drop-out rate has been lowered). Dr. Lee however believes that performance partially measured and progress partially tracked; some external performance comparisons made; organization regularly collects solid data on program activities and outputs, and has begun to measure outcomes;
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Evaluation & Organizational Learning board assessment shows that performance data rarely used to improve program and organization; little experience with evaluation beyond capturing information to report to funders; information systems not in place. However Dr. Johnson believes learning from performance data distributed throughout organization, and often used by staff and board to make adjustments and improvements; some staff time devoted to documenting organization’s work; some information systems in place to support on-going evaluation.
Building off of the key points from the previous assessments of evaluation, there is a need to develop more evaluation capacity building for the organization. At present, evaluative data is virtually nonexistent except for the organizational assessments that receive a lukewarm response from the AAMI leadership and board. What is needed are continual learning and opportunities for learning from key stakeholders and audiences about the value and learning that takes place by students and audiences who attend performances. To do so would mean finding resources to support the evaluation capacity of the organization in ways that provide support to existing structures. The needs assessment survey at the conclusion of the report is one effort that can be used to solicit more funding and support other marketing needs for the organization.
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Communications & Outreach Effectiveness assessment shows that the organization has a loose collection of materials it uses for marketing; documents are generic and not updated to reflect new programs and organizational results; materials have a minimal degree of professionalism or consistent look and feel. Dr. Johnson feels that the organization has a packet of marketing materials that it uses on a consistent basis; information contained in the materials is up to date and reflects new programs, activities and outcomes; materials are reasonable professional in presentation and aligned with established standards for font, color, logo placement, etc. but that
Organization has a loose collection of materials it uses for marketing; documents are generic and not updated to reflect new programs and organizational results; materials have a minimal degree of professionalism or consistent look and feel;
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Presence & Involvement in Local Community shows us that the organization is reasonably wellknown within the community, and perceived as open and responsive to community needs; members of larger community (including a few prominent ones) constructively involved in organization;
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Telephone/Fax & Computers reveals either a lack of sophistication or limited number of telephone, fax and computer facilities are an impediment to day-to-day effectiveness and efficiency or an adequate basic telephone, fax and computer facilities accessible to most staff; may be moderately reliable or user-friendly, or may lack certain features that would increase effectiveness

23 and efficiency (e.g. individual voice mail), or may not be easily accessible to some staff. Dr.
Johnson believes that solid basic telephone, fax and computer facilities accessible to entire staff (in office and at front line); respond to day-to-day communication needs with essentially no problems; includes additional features contributing to increased effectiveness and efficiency (e.g. individual, remotely accessible voice-mail)
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Computers, Applications, Network & Email assessment by Dr. Johnson reveals well-equipped at central level; incomplete- limited infrastructure at locations aside from central offices; equipment sharing may be common; satisfactory use of IT infrastructure by staff but the board believe that there is limited/or no use of computers and other technology in day-to-day activity; and/or little or no usage by staff of existing IT infrastructure;
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Web Site and Social Networks reveals there is a comprehensive Web site containing basic information on organization as well as up-to-date latest developments; most information is organization-specific; easy to maintain and/or regularly maintained however they have registered a site on FACEBOOK but there is no activity
Building off of the key points from the previous assessments of communication and technology, there is evidence that the marketing and communication archive of AAMI is elaborate and all basic communication exists on its Hamilton Avenue offices that have telephones, faxes, and computers.
There is satisfactory use of computers for communication and the use of copiers and other low technology serve the needs of the staff and faculty for a variety of purposes. There is an AAMI website
( http://afroamericanmusic.org/home/ ) and the organization has a Facebook account. With the shortage of specialized staff concerned specifically with communication and technology however, AAMI has to rely on the services of volunteers or others to assist with these matters. Parents recognize this need for continual online communication and development as one opportunity to attract new students to
AAMI . In the way of suggestions, one indicates, “ They could have more online exposure. Website if there was a way to plug/link into the different schools not just Pittsburgh but the surrounding schools for maintaining the website.” While recognizing the importance of this website exposure, parents understand that volunteer support is still critical and the need for someone to be hired to maintain the website as a long-term option.

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Financial effects of implementing your plan (effective, Sept, 2011)
Revenue
Earned
Interest/Dividends
Contributed-Private
Contributed
Government
Contributed
Total Revenue
`
Expenses
Program
Fund Raising
General & Administrative
Total Expenses
$ 43, 492.21
$-0-
$214, 833
$49,364
$40, 530
$ 348,219. 21
$225, 342.40
$8,000
$110,876.72
$344, 291.12
The budget for the strategic plan does not include anticipated revenue from Harmonic Hall. This is to be reviewed at the annual board meeting planned for September 2011.

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.©
Please identify the following demographic information:
I am (check appropriately):

Parent

Student  Faculty  Alumni
What lessons do you give, receive (or have received in the past), or does your child receive?

Choral

Instrumental  Performance
Identify the specific group or instrument? ________________________________________________________
For each item below, please indicate which of the following applies:
I.
MISSION
Strongly
Agree
Agree Disagree Strongly
Disagree
1.
The mission of AAMI is clear to me.   
Not
Sure
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     2.
My participation (or my child’s participation) in AAMI is important to the mission of AAMI.
3.
The AAMI mission is only for the students of the Homewood community.
II.
VISION
4.
The role of AAMI as clearinghouse for African American music traditions is important.
5.
How AAMI is sustained through tuition and performances is clear to me.
6.
The AAMI vision is very similar to other arts organizations in
Pittsburgh.
7.
AAMI is well understood in the local community of Homewood.
8.
AAMI is well understood in the larger regional community of
Pittsburgh.
9.
AAMI is well understood in the nationally and internationally.
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III.
CHALLENGES AND OPPORTUNITIES OF AAMI
10.
The challenges to carry out AAMI operations are well known to me.
11.
The challenge of understaffing is the biggest problem of AAMI operations.
12.
Being known by Homewood community is more important to
AAMI than being known by the Pittsburgh community.
13.
The local community of Homewood values AAMI more than other activities.
14.
AAMI is an anchor and beacon of light to the Homewood community.
15.
One important way to get the word out about AAMI is through the Pittsburgh Public Schools.
16.
Improving the sustainability of AAMI for the next generation of musicians and performers is the most important challenge right now.
17.
Under funding of AAMI activities and operations is not a major problem at the moment.
18.
Parental support by AAMI parents is more than enough.
19.
I know how AAMI fits into the proposed Homewood Children’s
Village.
20.
AAMI can continue to serve as model arts organization but needs to rely on outside of the local community support.
Strongly Agree Disagree Strongly
Agree
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Disagree
Not
Sure
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Questions asked of the following AAMI key stakeholders
What has been your previous working relationship with
AAMI?
What are the opportunities and challenges for AAMI in this new funding climate, including suggestions for contributing to arts development and partnership in
Pittsburgh and beyond?
Justin Laing, Program
Officer, The Heinz
Endowments
(29 April, 2011)
Germaine Williams,
The Pittsburgh
Foundation
(29 April, 2011)
Diane Hunt POISE
Foundation
(11 May, 2011)
Neil Dorsey
Dorsey Records
14 May, 2011)
I have found it to be a good one; one essentially marked by forthright communication. The exception being the last plan submission, but we spoke about the problems of this particular communication in a clear and forthright way and this has been my overall experience with
AAMI.
The demise of MCAI made no impact on the funding level of
AAMI and the relationship post
AAMI we hope will be closer with the management. At a funding level funding from MCAI was a large proportion of the overall contribution of the operating grant and we want them to diversify their funding.
My relationship with AAMI is that of funder. I’m the Senior
Program Officer for the
Allegheny Regional Asset
District (RAD) and the District has provided operating grant support to AAMI
Great relationship and we deal with their digital and imaging needs and they are very valued in the community. We set up the computers for them to participate in the Berkelee
School of Music Program
Opportunities are to enter operating support programs of
Pgh Fdn and Heinz and to establish itself as one of stable
AA arts orgs in the city. Challenges are to a) strengthen the board in such a way that sets itself as a model in the way it contributes financially and otherwise to organization, b) to improve its accounting system and capacity to communicate its financial position and to c) further demonstrate the quality of its process by increasing the demand for its work as seen in tuition paying students. These issues collectively solved seem to me to lead a stronger business model.
AAMI need to articulate how they are going to engage with the Homewood Children’s Village they can continue for twenty-eight more years as long as they can make sense from a financial standpoint. The opportunity for AAMI is strong and their work is valued and what they are doing is recognized and the foundations are willing to invest if there is a good business model.
The challenge for AAMI is to increase there earned revenue
– either through increased enrollment at the school, rental of the performance space or touring. Another idea would be to position AAMI as a cultural center for Homewood and smaller African American arts organization could use the space(which would provide additional revenue for AAMI).
From what I have read, I also think the proposed Homewood
Children’s Village would be a good fit for AAMI.
We would like to see them expand and also for the community to embrace them more and take advantage of the programs. They need greater visibility, more programming and lit signage. There are opportunities through the URA (Urban Redevelopment Authority) and the
Mayors office.

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