NAC Restructures to Implement Cluster Development Strategy for the Arts


In the last decade or so, much has been achieved in the development of the arts in Singapore. Arts activities and audiences have increased, arts companies have grown in numbers and profile, our artists are enjoying a global presence, more new arts infrastructures have opened and new players have come into the scene. 


There is also growing acknowledgement of the role the arts play in today’s knowledge- based and innovation-driven economy.  As a key component of the creative industry, the arts help to stimulate creativity and attract investments, fuel new job creation, as well as contribute to the Gross Domestic Product. 


The entire arts ecosystem has now expanded which opens up new vistas for the long term growth and sustainability of the arts.  To build on our achievements and further realise the vision of making Singapore a distinctive global city for the arts, the National Arts Council will adopt a cluster development strategy to boost the growth of the arts. 


To implement the new cluster development strategy, the Council will be restructured into six divisions with effect from 15 April 2004 as follows:

(1) Arts Cluster Development -- To develop the various arts forms in a holistic manner. Under the cluster development strategy, dedicated teams of officers will champion the different arts forms (performing arts, visual and literary arts) and develop their entire value chain from seeding arts start-ups, nurturing and developing artists, arts groups and arts businesses, to internationalisation.


(2)  Audience and Market Development -- To develop audience, market and support for the arts.  It includes arts education and outreach programmes, sponsorship, marketing and branding of the arts.


(3)  Business and Resource Development -- To look after manpower and capability development, investment promotion, development of arts precincts, venues and distribution channels.


(4)  Planning -- To undertake strategic planning, policy formulation, research, incentive management, and promotion of international relations.


(5)  Corporate Communications -- To communicate the Council’s mission, vision, policies and activities to the media and public, and to internal and external stakeholders.  It will also manage the Council’s corporate image and branding.


(6)  Corporate Services -- To provide organisational support in finance, human resource and management information systems, and work towards organisation excellence.


As the arts champion, the Council will look into all aspects of the arts clusters, including putting in place the necessary infrastructure and support system to facilitate the growth of individual art forms and the arts cluster as a whole.


With the new structure, the Council will be well positioned to develop a strong and robust arts ecosystem where artists and arts groups will have the wherewithal to excel and where arts is pervasive everywhere for everyone.


Annex - NAC Organisation Chart