Introduction
Incorporated in 1970, Associated Chamber Music Players (ACMP) is an international membership organization whose mission is “to stimulate and expand the playing of chamber music for pleasure among musicians worldwide, of all backgrounds, ages, and skill levels by connecting people and supporting chamber music activities for individuals, groups, and organizations”. Amateur musicians are the organization’s target audience, although programs and services are open to all chamber music players. In 1992, ACMP received a bequest of $6,000,000 that was used to create a foundation to support ACMP that would exist in perpetuity. Payouts from the foundation have allowed ACMP to hire paid staff and expand its programming.
ACMP offers a variety of programs and resources to its members (i.e., those with a profile in its directories or on its mailing list) at no cost, the best known being the Directory of Chamber Musicians. ACMP also funds a number of small grants programs in six categories: Workshops and Community Music Programs, Home Coaching, Play-In, Just Play, and Impresario. In addition, ACMP offers Directories of Chamber Music Coaches and Chamber Music Organizations and a running list of events and workshops, all of which are on the website.
In 2020 ACMP hired a new Executive Director who has brought new energy to the organization’s programs and member relations. The Board and Executive Director hired an independent consultant, Anne Sherman, to conduct a strategic planning process that builds on this new momentum and chart a course for the organization for the next five years and addresses priorities including a compelling and responsive program model to engage existing and potential members, staffing and governance needs, and a sustainable business model.
The process was overseen by a Planning Committee that includes five Board members and the Executive Director and included the following components:
Summary of Findings
ACMP’s mission is “to stimulate and expand the playing of chamber music for pleasure among musicians worldwide, of all backgrounds, ages, and skill levels by connecting people and supporting chamber music activities for individuals, groups, and organizations.” Research indicates that the mission remains relevant and vital; however, findings from the interviews and discussion groups suggest that there needs to be greater clarity in how the mission is expressed through programs and services.
Survey findings revealed that ACMP’s participants are interested in finding other musicians to play with and improving their musicianship. While much of ACMP’s programming seems to provide some participants with what they want and need, data from the discussion groups and survey indicate that there are opportunities to make it more interesting and appealing to a broader base of music players. ACMP’s signature resource, The Directory of Players, remains its most popular, and the grant programs are also very well received. Research findings showed that there is strong interest in increasing opportunities for in-person events, including performances, practices, play-ins, and longer term programs such as camps or weekend workshops. There is also interest in opportunities to network and build community as a part of the musical experience. The website provides value, although there are opportunities to make it more useful.
Staff are doing a good job, and there was particular praise for the Executive Director. Findings showed that staff capacity needs to be increased, and some additional structure needs to be put in place to ensure staff have the support they need to do their jobs efficiently and effectively. The Board works diligently on behalf of the organization, and the research identified a number of ways it can continue to build its capacity to meet the organization’s needs, including clarifying how it will function as a “hybrid” policy and results-based Board, engaging in fundraising activities, and strengthening its policies and practices (e.g., committee descriptions, refining its recruitment and orientation processes, etc.).
Addressing the strategic issues identified in the data collection process will require that ACMP increase its expense budget. The organization is in the fortunate position of having an endowment that provides the majority of its operating and grantmaking funds. To ensure its sustainability, the organization will need to develop other sources of revenue, particularly individual gifts. It will also want to explore other revenue opportunities, such as advertising and a tiered membership model.
ACMP’s Vision for 2030
ACMP is the center of the diverse and vibrant community of amateur chamber music players in the U.S./world. Our programs engage and support committed chamber music players throughout their lives, regardless of age, profession, or instrument.
We aim for scale by:
Our commitment is that chamber music be a source of fulfillment, joy, and fun for every
member…because we know that chamber music makes the world a better place.
Plan Summary
Building on this vision, ACMP staff and Board created a plan based on the following goals and objectives:
Goal One: ACMP will broaden its membership and foster deeper engagement with ACMP and
fellow members.
Objectives
Goal Two: ACMP maximizes its impact through strategic grant-making that targets underserved regions, reaches underrepresented communities where chamber music opportunities are limited, and strengthens the broader community of those who play chamber music for joy and connection.
Objectives
Goal Three: ACMP’s Board will effectively lead the organization, upholding its fiduciary responsibility and meeting the needs of the strategic plan.
Objectives
Goal Four: ACMP will have the staffing resources (skill set and size) needed to successfully achieve its programmatic and organizational goals.
Objectives
operational needs, increasing the capacity of the programmatic, member outreach administrative, fund development, marketing and external communications functions.
Goal Five: ACMP will position itself financially to provide its services in perpetuity
Objectives