Purpose and Vision

1. To form a player-owned, self governing orchestral company to service the general population of Los Angeles.
2. To provide a vehicle for the training and employment of Los Angeles musicians.
3. To accompany musicals, choral concerts, music and dance festivals and to present orchestral concert performances both classical and "pop" throughout the Greater Los Angeles area.
4. To combine with Music Education Trust) in providing the teaching of music literacy and instrumental performance with an emphasis on previously disadvantaged communities.
5. To present educational concerts at at schools throughout Los Angeles.
6. To actively seek to make the orchestra and the company representative of the community it serves.
7. To develop young Los Angeles musicians by means of the companies' educational and development structures.
8. To develop management, marketing and business and financial skills as they relate to the performing arts.

Long-term Goals

1. To assist in the transformation of the nation.
2. To be at the artistic forefront of the American Renaissance.
3. To develop audiences, players and support staff to reflect the demographic profile of Los Angeles.
4. To create an orchestra that is both financially viable and of social importance.
5. To act as a catalyst for the development of a uniquely American style of orchestral music through the training of performers, composers, orchestrators and conductors.

Immediate objectives

To develop a relationship with theatres, performing venues, concert promoters and the national broadcaster to assist with the process of transformation

1. whilst operating in a cost effective manner and encouraging new and representative programming.
2. By working to expose as many children and adults through innovative development and education projects to popular and classical music of Western tradition.
3. To develop a relationship with the Department of Arts, Culture, Science and Technology which will assist the Department in delivering the transformation process suggested by national policy.
4. To create opportunities for community upliftment and job creation through parental, family and community involvement with the orchestra's projects.
5. To market the orchestra to corporate clients for product launches and corporate entertainment to assist in making the orchestra financially viable and self-sufficient.
6. To attract sponsorship revenue of 5 million per annum.
7. To grow revenue from ticket sales to 1 million for the year ending 2002.
8. To develop a relationship with the ministries of National Education, Trade and Industry, Foreign Affairs, and Tourism in order to promote the orchestra as a goodwill ambassador for our country.

Strategy

The orchestra will:
Act as a catalyst for the synthesis of the different American cultures of music and dance.
1. Service the State Theatre, the Civic Theatre and other performing venues.
2. Combine the new and the familiar in such a way as to expand the listening repertoire of the audiences.
3. Attract new audiences by making the material presented accessible and relevant, and by arranging performance times to suit the audience not the orchestra.
4. Challenge and extend the collective talent and skill of the players.
5. Be commercial.
6. Work with the new theatre managements and other arts managements to create productions that will appeal to the widest possible audience.

Development and Education

The established success of both ACT and MusicLight foundations will ensure that the new orchestra will have a real and positive effect on music literacy and instrumental performance amongst young and adult people throughout the US and world..

1. The orchestra will, through ACT, become the driving force behind the music education project and through this effort contribute to the betterment of disadvantaged communities.
2. Workshops and courses for composition, instrumental performance and orchestral will be held on a regular basis.
3. Local composers and arrangers will be assisted by the orchestra performing newly commissioned works on a regular basis.
4. Special education concerts for schools will be performed in The State Theatre, other selected venues and where possible in townships and their schools.
5. A Youth Concerto Festival and a Choirs Festival will form part of the annual program planning for the orchestra.
6. Orchestra members will devote a minimum of one session per week to teaching and instrumental demonstrations. Amongst other items will be a project to assist choirs and choirmasters from previously disadvantaged communities learn more about music and to read music notation. (Subject to the availability of funds, orchestra members could travel to townships and schools to assist in music and instrumental tuition.)
7. For new concertgoers pre-concert talks and detailed programme notes will be part of the educational work of the orchestra.
8. A search for talented musicians in all fields that can perform with the orchestra will be an ongoing priority of the orchestra. A special emphasis must be placed on the cities which have never been included in such activities as well as looking to dance, both indigenous and ballroom as a vehicle for promoting the work and community participation of the orchestra.