a strategy for the arts in singapore 2011-2014

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A Strategy for the Arts in Singapore 2011-2014 Ideas for Today and Tomorrow

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A Strategy for the Arts in Singapore 2011-2014: Ideas for Today and Tomorrow

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Page 1: A Strategy for the Arts in Singapore 2011-2014

A Strategy for the Arts in Singapore

2011-2014

Ideas for Today and Tomorrow

Page 2: A Strategy for the Arts in Singapore 2011-2014

Vision

• To increase global impact by bringing new art and artists together with new audiences and new environments

Global

• To create international opportunities for the people of Singapore and build trust in the UK as a leader in arts management and education

Singapore

Page 3: A Strategy for the Arts in Singapore 2011-2014

Summary • We provide international opportunities to engage with UK thought-leaders

working in the creative industries. What • We target arts managers, practitioners, administrators, critics and people

involved in the creative industries in Singapore. Who • We co-create platforms and residencies for thought-leaders with our

partners, offer seed-funding for large-scale arts projects and build networks for creative individuals and organisations in the UK and Singapore. How

• We are the UK’s cultural relations organisation and a key focus for us is finding new ways of connecting with and seeing each other through the arts. Why

Page 4: A Strategy for the Arts in Singapore 2011-2014

Target Audience

Leaders • Ministers & Policymakers • Senior Management of

Government & Non-Government Organisations

Influencers • Arts Managers,

Practitioners, Administrators,

Critics and people involved in the

creative industries

Aspirants • Students and

Graduates of Arts disciplines

• General Public with an interest in the

arts

Page 5: A Strategy for the Arts in Singapore 2011-2014

Roles Co-presenter

Co-producer/curator Creative director

Broker/Facilitator

Consultant/advisor Tour manager

Promoter

Page 6: A Strategy for the Arts in Singapore 2011-2014

Opportunities

• “Singapore needs to keep pace with emerging technologies to stay ahead of the game.” 4

• “More Singaporeans are needed who are prepared for the risks and rewards of bringing ideas to the market.” 3

• “Singaporeans are good at execution but lacking in creative thinking.” 2

• “Singaporeans are not as close to their traditional art forms as is evident in many other countries in the East Asia region.” 1

Cross-disciplinary

collaborations Thought-

leadership

Digital technologies and creative

practice

Ideas economy

1. Lim Yu Beng, one of the Singapore actors in Lear, quoted in the Renaissance City Report (2000) 2,3 Lee Boon Yang, Minister for Manpower quoted in ‘Singapore: trade, investment and economic performance’ by Ramkishen S. Rajan, Shandre Thangavelu (2009). 4. Minister Mentor Lee – speaking at Hewlett-Packard’s 40th anniversary event (2010)

Page 7: A Strategy for the Arts in Singapore 2011-2014

Strategic Direction

INSPIRING Showcase new

ideas, talent and emerging practice

Bring thought-leaders from the UK to share knowledge

and expertise

CONNECTING Build a strong

network between the UK and Singapore

Create platforms to facilitate cross-disciplinary and

international collaborations

CO-CREATING

Broker strategic partnerships with key organisations

Identify organisations that

wish to share expertise, networks

and resources

Page 8: A Strategy for the Arts in Singapore 2011-2014

Key Focus

Smaller number of

high impact projects

Chance to showcase UK

thought-leaders

Strong potential for co-

creation partnerships

Identifiable sources of

income to build on our seed

funding

Human resources and

capital requirements

are sustainable

Wherever possible,

projects should be regional

Use of digital media to promote

dialogue and extend reach

Page 9: A Strategy for the Arts in Singapore 2011-2014

Key Outcomes

Presentation

• Arts influencers see the UK as a leader in new forms of artistic presentation

• Improved understanding of the UK as creative, innovative and relevant

Collaboration and Exchange

• Facilitation of international collaborations leads to new work being co-produced between the UK and Singapore

• Arts influencers look to the UK for innovation in arts management and education

Cultural Policy and Leadership

• Policy on arts management and education influenced by the UK

• Increase in UK arts being shown in Singapore

• Improved contribution to solving global challenges through the arts

Page 10: A Strategy for the Arts in Singapore 2011-2014

Key Partners

Non-governmental organisations

Singapore International Foundation

National Book Development Council

Platforms and residencies for thought-

leaders

Government organisations

National Arts Council Media Development

Authority

Co-creation of projects across all art forms

that inspire and nurture local talent

Commercial organisations

Members of British and Singapore Chambers of

Commerce Sponsorship and co-

creation of arts projects

Philanthropic organisations

Shaw Foundation Lee Foundation

Sponsorship of arts projects

Page 11: A Strategy for the Arts in Singapore 2011-2014

Resources Director, Arts

• Assess project proposals against key focus criteria and budget.

• Build relationships with partners for co-creation and funding.

• Deliver key outcomes.

Manager, Arts

• Manage and deliver project proposals against specific project objectives and agreed budget.

• Build relationships with target audience.

Executive, Arts

• Support the Director and Manager to deliver project proposals.

• Administer the agreed budget and maintain the contacts database.

Page 12: A Strategy for the Arts in Singapore 2011-2014

Questions

[email protected] +65 6470 7147