Arts Management Commons^™

Riding The Seesaw Between Artist And Administrator, Elise L. Kieffer Phd

Faculty & Staff Research and Creative Activity

The road toward arts administration often begins with art practice. This can be problematic, as artists are educated and trained to be practitioners of their art form. Experience and education in the requisite administrative skills is too often learned on the job, as one is thrust into a new role with entirely new and separate responsibilities and different priorities. This disparity can lead to confused priorities, disorganization, and lack of professionalization of administrative services. Beginning with an examination of classical pragmatism and its historic emphasis on plurality, coherence and integration, moving into the contemporary applications of pragmatism as a mediating …

The Arts And Culture Strategic Review Report: Harnessing The Arts For Community-Building, Su Fern Hoe

Research Collection School of Social Sciences

The Arts and Culture Strategic Review (ACSR) was initiated in 2010 to chart the next phase of cultural development in Singapore. The final report, which was released in 2012, appears to propose a paradigm shift in focus for arts and cultural policy making in Singapore: from the desire to manage the arts and cultural sectors into profitable creative industries to the utilisation of the arts and culture as expedient tools for social cohesion and community building in Singapore. This shift has resulted in government programmes placing (renewed) importance and emphasis on “community arts” as a cultural activity. This chapter critically …

Nurturing The Cultural Desert: The Role Of Museums In Singapore, Su Fern Hoe, Terence Chong

Research Collection School of Social Sciences

The absence of official platforms and institutions such as museums and visual arts spaces; while the artistic amateur scene was flourishing, there were no museums or national galleries where collections of the best local and regional artworks could be found, appreciated and studied by artists and citizens. This cultural desert was the result of the government’s attention to bread and butter issues. How, then, did Singapore transform from “cultural desert” of yesteryear to a city with 51 museums and 118 art galleries in 2013, as well as an arts scene that saw more than 3.2 million visitors to the national …

Not For You, Not For Me, But For Us, A Case Study That Examines The Battersea Arts Centre's Co-Creation Models And How This Generates Symiosis Between Their Community And Organisational Resilience., Katharine Marchingo

Staff Scholarship

There is much to learn from the Battersea Arts Centre (BAC) who remains at

the forefront of international arts practice despite the temporary loss of capital

infrastructure due to a tragic fire. This resilience is in part due to BAC’s

organisational model and investment strategy; but these aspects are only as strong

as organisational culture and community support allow them to be, these are

much harder to design and more nuanced in application

(Jubb Personal Interview 23 March 2018).

This report makes use of: action research, qualitative research, data that

was made available by the organisation and relevant literature to …

Global Ambitions: Positioning Singapore As A Contemporary Arts Hub, Su Fern Hoe

Research Collection School of Social Sciences

This chapter has two objectives. The first is to critically interrogate the state’s efforts in utilising the visual arts as a means to position Singapore as an international arts hub and marketplace. As Kwok Kian Woon and Low Kee-Hong have noted, “Singapore’s cultural policy has everything to do with staying on top as a focal node in the late-capitalist world system of the new millennium” (Kwok and Low, 2002, p. 154). This chapter offers an overview of the programmes and initiatives introduced by the state from the 1990s to the present in order to encourage the entry of international art …