While the creation of software under the FLOSS paradigm is a well-established and recognized mode of production, the peer collaborative production of Open Content Film is a fairly new phenomenon. The two approaches share several common features: both are characterized by the massive collaboration of actors in a shared creative space and both are enabled by Information and Communication technologies, in particular the Internet. But technology itself is not sufficient to create and maintain a shared creative space. A governance structure resting on a legal framework and a set of control and incentive mechanisms regulates the transactions between the collaborators and is designed to ensure coordination.

In this paper we will outline the legal and organizational challenges faced by the first major Open Content Film production "A Swarm of Angels" (ASOA) in creating and maintaining a shared space for collaborative film production and contrast the findings with the practices of the FLOSS community. The study will be based on a series of interviews with ASOA founder Matt Hanson and the major contributors to his project, the analysis of the discussion threads about the appropriate organizational and legal structure for this Open Film project taken from the community's online discussion forum, and the available legal documents governing membership in the Swarm.

The Government of Uganda has decided that the Uganda National Museum - the countrys only national museum - will be demolished to make way for a 60-storey East Africa Trade Centre. The proposed ultramodern building which politicians suggest will take 3-5 years to complete but which will take closer to 30 years according to civil society activists and commentators familiar with such Ugandan projects - will house the Ministry of Tourism, Trade and Industry, commercial retail outlets and office space. Oh, and two floors will be allocated to a new national museum.

Established in 1908, the Museum is more than one-hundred years old and is thus itself a heritage site.

This is a classic case of development versus culture, in much the same way as development has often destroyed the natural environment in the name of economic growth and social progress. For those who advocate culture as a vector of development, this particular case presents a major challenge, both philosophically and strategically.

Cultural Policy Update (CPU) is an international e-journal reflecting on recent development in cultural policies. CPU aims to stir up the worldwide debate about changes in art support systems due to globalization, economic crises, new market opportunities et cetera. It serves as a platform for new points of view and arguments. CPU contains essential reading for cultural policy makers, researchers, students, art lovers, cultural workers and professionals with an interest in arts and culture. It is published by the Boekman Foundation in Amsterdam, the Netherlands.

In January 2011, Technology in the Arts launched the second iteration of a survey of arts and cultural organizations to learn about their ticketing needs and to gauge how well current ticketing tools are meeting those needs.

Over 950 arts and cultural professionals completed the survey to evaluate their satisfaction with over 50 ticketing software tools.

A new NEA study finds the group of people who regularly attend arts events is both shrinking and getting less active.

The Emerging Arts Leaders Symposium at American University is an annual meeting for young professionals who work in the arts. It is an opportunity to discuss the issues, unique or universal, that affect arts organizations with students, peers, and experienced professionals.

Organized and run by a team of graduate students in the AU Arts Management Program, the Emerging Arts Leaders Symposium features a keynote address, a networking reception, and multiple professional development sessions held throughout the day.

Spanning 18 theatre companies in 6 cities across the country, this work will ultimately, as always, come back to the Bay Area, providing our companies and individual artists with a new set of tools, developed over the next 18 months, to measure and understand the intellectual, spiritual, emotional, and social impact of your work on the people who watch it.

The real challenge to the American theatre, and all the arts, is not a financial emergency but a crisis of relevance. As a field, we have become very good at measuring "things financial;" any theatre knows how to count heads in the house and dollars in the box office till. Studies are regularly conducted by major funders and service organizations to assess the aggregate financial well-being of the sector. Advocacy groups commission research to extrapolate the mega-economic impact of the arts on communities and the nation as a whole.

In the five years since the Cultural Leadership Programme (CLP) was established it has succeeded in raising the profile of leadership development across the arts and wider cultural and creative sector to create an important and enduring legacy of leadership capability that goes far beyond its original objectives. Now, in consideration of todays rapidly changing environment, where the Arts Council is operating with an overall cut to grant in aid of 29.6% and arts organisations are looking to extend their roles and responsibilities within the wider cultural landscape, it has been decided that the Cultural Leadership Programme will close in March 2011.

The present trend in the politicization of American public education through the demonization of teacher's unions, the closing and "restructuring" of schools that are replaced with or encroached upon by charter schools, and the emphasis on high-stakes testing as a way of measuring student progress is increasingly marginalizing good teaching and good learning. This trend is most common in many "low-performing" public schools, many of which have multiple reasons for low student achievement that are only tangentially connected to their educational experience.

Rocco Landesman, Chairman of the National Endowment for the Arts, announced that a grant of $20,000 has been awarded to support the creation of the 6th edition of The Fundamentals of Arts Management, the Arts Extension Services signature book used by 45% of the colleges and universities that teach arts management courses. The project is one of 1,057 recommended for a grant as part of the federal agencys first round of fiscal year 2011 grants. In total, the Arts Endowment will distribute $26.68 million to support projects nationwide.

Founded in 1973, Arts Extension Service (AES) is a national arts service organization housed at the University of Massachusetts Amherst with a mission to develop the arts in communities and community through the arts with professional education for arts managers, artists and civic leaders.An independent agency of the federal government, the NEA advances artistic excellence, creativity, and innovation for the benefit of individuals and communities. NEA Chairman Rocco Landesman said, I continue to be impressed with the creative, innovative, and excellent projects brought forward by arts organizations across the country. Our grantees are not only furthering their art forms but also enhancing their neighborhoods by making them more vibrant, livable, and fun."

The DeVos Institute of Arts Management Internship Program provides valuable on-the-job instruction for current college students (juniors and seniors) and recent graduates pursuing careers in arts management. Interns enjoy close working relationships with experienced arts management professionals, hands-on work opportunities, weekly seminars, and an integrated blend of independent and collective learning experiences. Internship placements, in departments throughout the Kennedy Center, are full-time and last three to four months depending on the program semester.

Program dates and application deadlines:

Dame Liz Forgan, Chair of Arts Council England (ACE) and Alan Davey, Chief Executive of ACE, were forced to defend their organisation at the latest evidentiary session of the Select Committee on the funding of Arts and Heritage. They were accused of bringing ACEs budget cuts on themselves through wastage and mismanagement, but both Forgan and Davey offered a robust defence: Davey claimed that ACE has probably done best out of the quangos that the DCMS funds, weve done better than Sport England and National Heritage. He rejected the assertion that ACE had got a raw deal from the government. Forgan agreed, saying our settlement should not be seen as a punishment for failing in our duty.

Nowadays, there are heavy demands on museum executives. They are supposed to open up the design of the institution of the museum while preserving all its complexity, break up obsolete organisational structures and hierarchies, and change institutional cultures. But what strategies can executives employ to successfully implement the necessary change processes and at the same time actively involve employees, stakeholders and visitors? What are the success factors for an organisational and social transformation and what key competencies are needed to be a successful leader? We would like to deal with the basic principles of leadership under the conditions of the organisational and social change of museums and show the way to a reflective practice in training sessions and discussions tailored to the needs of participants and supported by renowned practitioners.

The Culturelink Network invites you to participate in the research study "Encouraging Private Investment in the Cultural Sector" that IMO, Culturelink's focal point, is currently undertaking on behalf of the European Parliament (see letter of confirmation, PDF, 78 kB). Please respond to a short questionnaire that has been designed in order to pool your knowledge and experience, as insights learned through this exercise will bring benefit to all those in Europe that are working on enhancing the cultural sector.

Currently there is no precise picture of how different EU member states encourage private funding of culture and what the financial consequences of their policies are. The absence of common understanding of basic terms, the diversity of national approaches, as well as a lack of relevant data, at EU and Member State level, make the discussion of the importance of private financing of arts and culture difficult. This means that currently it is hardly possible to properly assess and understand the socio-economic aspect of the encouragement of private funding in the cultural sector.

As museums argue their case for sustainable funding in an increasingly challenging economic climate, the requirement to prove their value will be rigorous. But the concept of value is an evolving one and developing an evidence base is a challenging task. This article examines the concept of value as an emerging phenomenon, how we describe the value of museums and what evidence we have to support our claims. It uses recent literature and research in the UK and Australia.

The first edition of the Culture Conference - Conference of Spanish Cultural Professionals and Organisations, launched by the Spanish Federation of Cultural Management Associations (FEAGC), was held in Madrid on 17 December. The meeting involved the discussion and adoption of a ''Covenant for Culture'', resulting from the contributions of over 40 organisations of culture professionals, which presents recommendations in the field of cultural policy and sets the commitments of the cultural sector as regards the challenges of contemporary society.

Creative, cultural and innovative industries offer unique opportunities for sustainable economic development in Pacific island countries, but initiatives to promote their development must be included in National Development Plans, says the Pacific Islands Forum Secretariat.

Speaking after a four-day Regional Consultation on the Cultural Industries, the Secretary General of the Forum Secretariat, Tuiloma Neroni Slade said that these industries could be developed from the traditional knowledge and rich cultures of the Pacific islands.

In order to set up a meeting point between cultural agents working in Latin America, several professionals, organisations and academic institutions from this sector have launched the Latin-American Network on Cultural Management (RedLGC).

The Cultural Human Resources Council (CHRC) in Canada, along with the Nordicity Group, are evaluating the impact of digital technology on the cultural sector.

The council want to encourage you to participate in the discussion of the impacts of digital technology that are rapidly changing the way cultural content is created, produced, distributed, marketed and consumed.

This article examines leadership as an art (skill), redefines it as a characteristic rather than a process, and argues that behavioural skills useful for leader survival emerged over time. The emergence of leadership skills is traced through eight archaeological periods. For each period, three analyses are made: (1) the emergence of general leadership skills; (2) the emergence of art leadership skills; and (3) the possible transfer of leadership skills in art and in other areas, such as organizational leadership.