BOSTON SYMPHONY ORCHESTRA INC
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Mission Statement
Arts/Culture
About This Cause
Mission Statement of the Boston Symphony Orchestra Our mission is to foster and maintain an organization dedicated to the making of music consonant with the highest aspirations of the musical art, creating performance and providing educational and training programs at the highest level of excellence. Our enterprise shall accordingly be directed to maintaining the Boston Symphony Orchestra at the highest level of excellence. Our definition of excellence shall encompass: consistent high quality of performance; challenging musical leadership; disciplined commitment and shared responsibility on the part of the Players, Music Director, Administration and Trustees. In support of the foregoing mission and enterprise, we carry on a variety of significant operations designed to develop to optimum advantage the full potential of the artistic talents of our players, to reach audiences of varied musical tastes; to provide professional musical training, and to disseminate our music through a variety of media. In furtherance of our primary mission and enterprise, therefore, we shall: • Attract the finest musicians to join the BSO, provide appropriate compensation and working conditions, and encourage development of the artistic resources of our players, other artistic staff and visiting artists. • Create and maintain working conditions for all other staff members that attract the finest personnel to the BSO and offer them appropriate compensation and benefits. • Affirm, in appropriate context, our adherence to the principles of equal employment opportunities and affirmative action in recruiting employees, audiences, and volunteers. • Serve as a flagship for musical activity in the total community in which our audiences are found, providing services to the public, utilizing artistic and property assets, and collaborating when appropriate with other artistic and/or community organizations, so that: (1) Musical performances are offered to a large public, with programs covering the full range of symphonic and pops repertoire, including instrumental/vocal and choral works, as well as presentation of other forms of music of high quality; (2) The greatest number of people of all backgrounds and ages in the region served may be effectively educated about, and inspired and entertained by, the music performed; (3) The creation of new works for our performing forces is encouraged locally, nationally, and internationally, and; (4) Diverse opportunities are offered to volunteers to participate in the activities of the BSO and assist in its sustenance and development. • Sustain and develop Tanglewood—programmatically and physically—as an international, national and regional resource for the musical arts in performance and instruction. • Offer at the Tanglewood Music Center professional musical training of international caliber to the finest students of instrumental and vocal performance, composing and conducting, and to collaborate with other fine training institutions to provide pre-professional musical instruction. • Foster and maintain the excellence of the tradition of the Boston Pops. • Disseminate our performances widely through touring, television, recordings, and radio (maintaining a leadership position in electronic media worldwide), for the purposes of: (1) Setting a standard of excellence; (2) Maintaining and enhancing the Orchestra’s reputation; (3) Reaching and building large and diverse audiences; and (4) Serving as an ambassador of good will, representing the City of Boston, the Commonwealth of Massachusetts, and the United States abroad. • Sustain and develop the Symphony Hall complex as a justly renowned performance facility; a suitable headquarters for the musicians, management, staff and volunteers of the BSO, and a repository for the orderly safekeeping and accessibility of the BSO’s archives • Maintain financial stability, enlisting the constructive participation of all concerned in the control of expenses, and seeking sufficient income to meet reasonable increases in cost and the expenses of new programs, sufficient endowment to close the gab between annual income and annual expenses, and sufficient capital to provide for necessary improvements and reserves for property maintenance.