MCO foundation Incorporated., Summaries of Culture & Society

Download MCO foundation Incorporated. and more Summaries Culture & Society in PDF only on Docsity!

MCO Foundation

Inc.

• (^) INTRODUCTION:

• (^) The Manila Chamber Orchestra (MCO) formerly known Manila

Symphony Orchestra (MSO) is one of the oldest orchestras in Asia

and the longest surviving artistic institution in the Philippines.

Founded by Alexander Lippay in 1926, the orchestra played a major

role in Philippine history, including acting as a symbol of resistance

during the Second World War. Through the years, MSO has hosted

artists such as Montserrat Caballé, Yehudi Menuhin, Igor Oistrakh,

Eugene Istomin, Fou Ts'ong, Barry Tuckwell, Paul Badura-Skoda and

Rony Rogoff, as well as conductors Andre Kostelanetz, Arthur Fiedler,

Mendi Rodan, Robert Feist, Gareth Nair, Helen Quach, and Eduard

Strauss II. Among those who have performed with the orchestra are

several National Artists of the Philippines such Antonio Molina,

Antonino Buenaventura, Lucio San Pedro, Ernani Cuenco Levi Celerio

and Ryan Cayabyab.

• (^) In 2014, to continue its legacy of musical excellence, the Manila Symphony Orchestra Foundation, Inc. founded the MSO Music Academy and the Manila Symphony Junior Orchestra (MSJO). They regularly hold lessons, masterclasses, and music camps to hone the talents of promising young musicians.
• (^) MSO’s mission is to enrich the Filipino’s vibrant cultural life through fine orchestral music and to enable more people to experience the power of music. MSO aims to perform within the highest international standards and present music in a fresh, spirited, and entertaining way.

• (^) SUMMARY
• (^) Mr. Baltazar execute director of the MCO Foundation Inc. studying the opportunities of the organization in light and developments, Manila Chamber Orchestra Foundation Inc. is a non-stock corporation.it composed of 24 young and talented musicians, because of two halls the Francisco Santiago Hall and Antonio hall. But because of financial, the orchestra disband. That’s why they realign its mission and vision. They also form a band of trustees in different business.
• (^) Manila Chamber Orchestra is a Non Stock Organization established in 1985. The organizations objectives of MCO Foundation is to increase the visibility of MCO Foundation Inc.as a lead cultural organization working toward Makati a haven for the performing arts.it is former manila symphony orchestra. At that time the MSO was have some problem of its own. Support from government was dwinling and also MSO was compelled to accept commitment like being pit orchestra to survive the assemble (later know manila chamber orchestra) it was born through the efforts of its main benefactor former PCI bank president Antonio ozaeta and its conductor Sergio Esmilla

• (^) The Early Years (1985-1992) Manila Chamber Orchestra Foundation, Inc. (MCOFI) is a non-stock, non-profit organization established in 1985. The Foundation provided a home to the Chamber Ensemble composed of 24 young and talented musicians recruited from the former Manila Symphony Orchestra. At that time the Manila Symphony Orchestra (MSO) was having some problems of its own. Support from the government was dwindling and MSO was compelled to accept commitments like being a pit orchestra to survive. Thus, the Ensemble (later known as the Manila Chamber Orchestra) was born through the effort of its main benefactor, former PCI Bank President Antonio Ozaeta and its conductor, Prof. Sergio Esmilla. The Chamber Ensemble was envisioned by President Ozacta to perform the best in classical music if it was to become. world class unit. The MCO musicians rehearsed every day and performed at the PCIB: Francisco Santiago Hall. A trust fund composed of contributions mainly from the PCI Bank Group of Companies and other corporations was established to sustain the orchestra The primary target audience came from the Makati Business Community who responded enthusiastically to the Orchestra. Through successive seasons. the Orchestra regaled its audience and music critics with a lively repertoire of classical and contemporary chamber music. The Orchestra also featured reputable foreign and Filipino artists. It also launched programs committed to cultivating the arts in the Philippines. However, the Orchestra experienced some human resource and financial problems, which led to its disbandment in 1992. It also had some problems garnering some sponsors from the financial services sector because it was too identified with the PCI Bank.

• (^) The Years without the Orchestra (1993-1997) The disbandment of the Orchestra did not deter the MCO Foundation from serving as a haven for the classics. The Foundation responded to the change by realigning and revitalizing its mission and vision. It continued it Mission of supporting the performing arts with the philosophy: "Business Sustaining Art Sustaining Man." Such a mission recognizes the role of art and culture in human and societal development. Located in the heart of the country's main financial and business center of Makati City: the Foundation sought support from the business people who acknowledge has business should be "concerned with the society's total needs--not only those of the body, bur also those of the spirit." Its vision is to acquires the image of being the "Cultural Oasis of Makati and become a premier organization in managing and marketing cultural and performing arts events. In support of its mission and vision, MCOF has these objectives: **To increase the visibility of MCOFI as a leading cultural organization working towards making Makati a haven for the performing arts; **To create awareness, interest, and appreciation of the performing arts in general, and Filipino artists and musicians in particular, for the growth of a new era where creativity is nurtured for the benefit of future generations; and **To aid in the promotion and preservation of Filipino classical works for posterity, and for the development of pride in our distinct national cultural identity (MCOFI Fact Sheet) To dispel the notion of its being too identified with PCI Bank, prominent persons from the business community, who loved the arts, were invited to become board members of the Foundation.

• (^) Philippine Costumes and their Implications of the Ramon Obusan Folkloric Dance Group, and Lito Molina and the Jazz Friends For CEPS 1998, the Foundation tapped noteworthy artists to assist in promoting artistic and cultural awareness in schools, such as joey Ayala in "The Joey Ayala Informance, Hiyas Hila in a Piano Recital, annotated by her facher, Antonio Hila, and mezzo soprano Josephine Roces and baritons Joel Navarro, in the operetta "Carcas de Amor." Schools that have benefited from the CEPS program are Montessori de Manila, Assumption College: ateneo de Manila High School, Southbridge, St. Paul and Lyceum. Business Executives Cultural Series (BECS) Believing that businessmen should concern themselves not only with profit and finances, but also with matters that profit the mind and enhance the spirit, the MCO Foundation developed a program that addresses chese needs. The BECS consists of lectures on Philippine culture and arts, featuring experts and personalities as lecturers. The BECS provides business with a unique opportunity to have a wider, more humane perspective on work and life. Some lectures featured in the 1997 series are Filipino Food and Filipino Identity" of Doreen Gamboa Hernandez, a noted food columnist,

• (^) "Philippine History through Music" of Antonio Hila, and "Cockfighting and Philippine Culture" of Alejandro Roces, among ochers. The Aftermath of the Asian Financial Crisis (1998-2000) Following the 1997 Asian financial crisis, the year 1998 posed a great challenge for the Foundation both financially and administratively. Financially, cash sponsorships were low due to the financial crisis, and perhaps, the demands of the Presidential Election in May 1998. In spite of these difficulties, the foundation continued with its developmental mission to bring the arts to the schools, and to enliven the Makati business community with worthwhile musical shows at Santiago Hall, and the first MCO Film Series at Molina Hall. As The MCO Film Series was the result of a policy pursued by the MCO to engage in a strategic partnership with foreign embassies, cultural organizations and artist groups. The MCO Film Series is the first specialty film program in Makati. Ic is the primary objective of the first MCO Festival to make these internationally acclaimed films more accessible to a greater number of people and reach new, untapped audiences. August 1998 saw the sponsorship of six films by the Japan Foundation and the September series featured films from the countries of the European Union.

• (^) In 1999-2000, the member of the Artistic Board were Leonor Orosa for dance, Andrea Veneracion fo choral music. Tony Hila, a noted music cricie, Noel Vera, a film critic, Prod Sergio Esmilla, for orchestral music, and Nestor Jardin, an arts consultant for the National Commission For Culture and the Arts who was recently appointed a executive director of the Cultural Center of the Philippines in 2002. Over the years operations have resulted in "profits" which increased the Trust Fund from P5.271 million in 1988 to P18.503 million by April 1999. Interest from the Trust Fund is deemed to be sufficient to cover yearly overhead and project costs at the present level of programming. The Future As Mr. Baltazar was identifying the stakeholders and their needs, he predicted that as the numbers of various audiences for MCO expand he might need to address their conflicting interests in the future. He began to chink further of these questions: how should the Foundation prioritize the performances of arts organizations and what policies should govern the use of the Francisco Santiago and Antonio Molina Halls? What programs must be implemented to sustain the support of the sponsors? What should be done to strengthen its audience developmental programs? But more importantly, the main question remains to be that of defining its mission and vision. The challenge of tapping the support of the business sector should continue if the Foundation is to fulfill its philosophy of Business Sustaining Art Sustaining Man

• (^) : Japanese Classical Film Festival" featuring works of Akira

Kurosawa eg al., the Francois Truffaut Retrospective and "The

Unknown Welles, "featuring the lesser known films of Orson Welles

Organizational Structure and Operations The Foundation was

separately incorporated from the PCI Bank (Row Equitable PCI

Bank, with a Board of Trustees whose members represent different

institutions. Icholds office at the Sils floor of the PCI Bank Tower I!

along Makan Avenue. The executive director of the Foundation

reports to Soard of Trustees. The Foundation has three staff members

composed of a secretary a production assistant coordinating the

performances of artists and arts organizations, and a marketing

assistant handling sponsorships and ticket sales. The strategic

partnerships with embassies, cultural offices, organizations: schools,

universities, and performing artists require a broad knowledge of the

performing art forms. An Artistic Board was constituted to provide

input in planning and programming of MCO'S events.

• (^) FINDINGS:
• (^) Due to being separately incorporated with PCI Bank, the Board of Trustees now consist of members from different institutions which would lead to conflicts of interests between the different members. There were no policies set for the Francisco Santiago Hall and Antonio Molina Hall.
• (^) The orchestra experience some human resource and financial problems, which led to its disbandment in 1992.
• (^) It also follows had some problems garnering some sponsors from the financial services sector because it was to identified with the PCI Bank.
• (^) In (1993-1997) it is the year without the orchestra, because the disbandment of orchestra did not deter the MCO Foundation from serving as a haven for the classic.

• (^) Conclusion
• (^) Strategy formulation/recommendations
• (^) *Alternative course of action number 2 which is systematically disseminate rotes of each board member compromise interests of the stakeholders because
• (^) 1, different interests from different stakeholders will be met
• 2, the role of the member became organize in doing their decisions
• (^) 3, it is systematic the decision about the interests of the stakeholders became more accurate
• (^) 4, it avoids the conflict of interests
• (^) Plan of action
• (^) *Promote MCOFI in different types of media in order to increase the exposure regarding the works with arts and culture organization and individual artists.
• (^) *nurture the next generation of artist and audience by implementing programs that focuses on creativity learning. Envision to provide an environment for these art enables and to platform to share current practices and experiences leading towards in initial harmonization
• (^) *to achieve organizational and financial stability in still a partnership with different embassies, cultural offices, organization schools ,universities and performing artists to ensure the creativity of its artistic and cultural program and to contribute to the industry of the Philippines.