250 members around the country appears in the LED panel set on the stage of Seoul Arts Center
Real-time socially distanced performance by participants in four regions

Ministry of Culture, Sports and Tourism (MCST) and Korea Arts & Culture Education Service(KACES) presented online the 10th Anniversary Concert of the Orchestra of Dream on November 17th, 5pm.
Orchestra of Dream was founded in 2010 with 470 members from eight partner organizations in different regions in Korea. Since then, we saw gradual increase in members, instructors and participating organizations based on which more than 2,800 members from 49 partner organizations are in the program. Till now, more than 19,700 members and 4,000 instructors have participated in the program, making it one of the major cases in the field of arts and culture education in Korea.
 

The first digital immersive orchestra concert at the concert hall of Seoul Arts Center

The concept of the performance, "I contact for eye contacts", embodies the promise and hope for the day we are able to meet each other again by letting us make eye contact with the help of technology. 200 orchestra members from 18 partner organizations participated in the concert. However, instead of them, there were 55 LED panels placed on the stage. As they were lit, figures of the members started to appear. The conductor standing at the center, then, led the play of the members shown on the screen.
From September to early October, members practiced online and offline, and in mid-October, they recorded individually. This was played on the day of the concert on the LED screen. Arirang Fantasy, Vocalise, Pini di Roma were presented as these pre-recorded videos.

However, as the finale and highlight of the concert, members playing The Fragments of Brilliant Dream in the Orchestra of Dream studios around the country were livestreamed in the LED panels on the stage. The main LED panel installed above the others showed a series of deliberately composed videos which enriched the audiences’ experience of music appreciation.
 

Sound director, Jang Han Sol, commented “The 10 years of the Orchestra of Dream not only grew the members of the orchestra but everyone who participated in the program including the sound directors and instructors. It was more meaningful in that an socially distanced concert was a new challenge for all of us. I am glad that in a way, we overcame COVID-19 and celebrated our 10th anniversary.”

Staff in charge in KACES said “We brought together the ideas of many people to celebrate the 10th anniversary of the Orchestra of Dream amid this pandemic, which culminated in the very special socially distanced concert. Though we cannot be together physically, I hope we could reflect on the last 10 years and deliver hope of the upcoming 10.”

* For more information on Orchestra of Dream, please click here

Korea Arts & Culture Education Service(President Lee Kyu Seok, KACES)has amended the Strategy Plan (2018-2022) devised to support arts and culture education in order to respond to the social and environmental changes.
Based on the analysis of the impact and needs of COVID-19 in terms of educational environment, diversifying demands in Korean arts and culture education and decentralization of cultural resource, KACES reconstructed its Strategy Plan and reexamined its strategic tasks to guarantee the realization of its mission and vision.
 

Strategy development based on opinions from in and out of the organization and its internalization
To collect the voices of the scene and identify policy-related issues, KACES has organized Arts and Culture Education Publicity Bureau*, round-table discussions and forums (9 times) and surveyed staff members and relevant professionals, 797 in total, about the Strategy Plan.
In addition, it established 9 major tasks based on 5 key values (innovation, diversity, cooperation, equity, professionalism) based on staff member group discussions (28 interviews with 120 staff members) to internalize KACES’ vision and Strategy Plan. Also, it amended the contents so that the major tasks could be linked to business and performance management.

Highlighting KACES’ responsibility as a public arts and culture institution
With the vision "More accessible arts education we make together" KACES has established 3 strategic goals reflecting its main role and projects:
1) To solve discrimination and exclusion in arts and culture education by enhancing the social value of arts and culture education.
2) Greater support for and intensified cooperation with experts and local community including that for information by strengthening the foundation of the ecosystem of arts and culture education.
3) To implement the various values the society requests
Through this, KACES aims at supporting arts and culture education that is more easily accessible by taking its responsibility as a public institution.
 

Through the recent amendment, KACES has established the 3 strategic goals and details of 9 major tasks focusing on strengthening the foundation of the ecosystem (experts, local community, information, etc.) to disperse the social values of arts and culture education and highlight its responsibility as a public arts and culture institution. Based on the reestablished strategic goals, KACES will keep observing the issues and state of the arts and culture education scene and seek ways to support arts and culture education that reflects the demands of the time.

MISSION
To devote to enriching people’s cultural life and enhance the nation’s cultural capacity by providing all members of the society with access to quality arts and culture education throughout all stages of their lives.

VISION
A more accessible arts education that we make together

Key Values
Innovation
Diversity
Cooperation
Equity
Professionalism

3 Strategic Plans and 9 Major Tasks

To disperse the value of arts and culture education
Diversified support
Expanded participation opportunities
Raise awareness

To strengthen the foundation of the ecosystem of arts and culture education
Strengthen the foundation for professionals
Support local arts and culture education programs
Improve access for information

To seek social value in management
Strengthen socially responsible management
Stress cooperation-based management
Strengthen the foundation of the organization