If you’ve been paying any attention at all to technology trends the past few years, you know that we live in the era of Big Data. All of those videos we upload to YouTube, hard drives we fill with government secrets (or cat photos, take your pick), and tweets we awkwardly punch out on touchscreen keyboards add up to a whole lot of gigabytes, the bulk of which are stored by someone, somewhere, indefinitely.

In 2001, under the guise of the Artists Affordable Healthcare Initiative, Fractured Atlas began offering health insurance to a long underserved population of artists. For decades, non-traditional employment models had put our community at a severe disadvantage in the US health insurance marketplace. With its ambitious promise of a slightly more level playing field, our health insurance program quickly became Fractured Atlas’s most visible and popular service. Over 3,000 artists enrolled in our plans, often getting better coverage for less money than would otherwise have been possible.

Ever wonder what it takes to attract and retain really great staff who can move your organization forward? The video below asks 26 really smart people working across sectors to tackle that very question. Last October, I was speaking with one of Fractured Atlas’s incredible Board members, Amy Wrzesniewski. Amy is an expert in Management and Organizational Behavior, and is a professor at the Yale School of Management. Anytime I need to bounce HR questions off of someone, Amy is at the top of my list. While we were meeting, three things dawned on me: (1) Amy Wrzesniewski is a genius. Also, exceedingly kind and generous. (2) The issues around attracting and retaining really great people are universal. They transcend sector. They’re not a cultural sector challenge, or a technology sector challenge. They’re not unique to for-profits or not-for-profits, the military or government. Every organization deals with similar issues. (3) Attracting and retaining great people is the key to solving the seemingly intractable problems facing so many companies today. Following our conversation, I thought, wouldn’t it be fun to gather some really smart people from across sectors to discuss this topic? (Yes, that is what I consider fun.) I began mentally listing all of the people I wanted to ask and quickly realized that the scheduling hurdles would be Herculean. Then I remembered that I co-host a little-watched internet television show — #SKYNOVA: Featuring Culture Warriors In Their Native Habitat — and we own all of the video equipment needed to create a virtual conversation.

Peter Singer is picking on the arts. In his recent NY Times Op Ed, he discusses the (still?) emerging practice of applying rigorous analysis to compare the effectiveness of different charities. His somewhat contrived, straw man example pits an organization seeking to prevent blindness in the developing world against an art museum raising money for a new wing:

This is the third installment of a three part series on the history, the legality, and the uncertain future of unpaid internship in the arts and culture sector…

This is the second installment of a three part series on the history, the legality, and the uncertain future of unpaid internship in the arts and culture sector…

This is the first installment in a three part series on the history, the legality, and the uncertain future of unpaid internships in the arts and culture sector…

(This essay was originally written in my role as an outside consultant to the city of Calgary’s cultural plan. For this entry, I was asked to reflect on the possibility of developing a collective impact model for the arts in Calgary. You can read all of my contributions to that process here.)

by Ian David Moss, Senior Director of Information Strategy at Fractured Atlas (This essay was originally written in my role as an outside consultant to the city of Calgary’s cultural plan. You can read all of my contributions to that process here.) For my second essay responding to the #yycArtsPlan process, I thought I would focus on the last paragraph of the “Summary of Vision Statements from the January 26 Summit”:

Tyler Cowan has an interesting post (referencing a Financial Times article) on corporate investment. He quotes from the original piece:

source: Flickr For the past several months, I’ve served in my Fractured Atlas capacity as a “consulting critic” to Calgary Arts Development (CADA)’s Arts Plan process, also known as #yycArtsPlan. Calgary is a fast-growing oil and gas boomtown in Canada’s western region that has been characterized to me by more than one person as the “Texas of Canada.”

Way back when I was a fresh-faced intern with the William and Flora Hewlett Foundation’s Performing Arts Program almost five years ago now, I made a startling discovery. In the course of researching various conceptions and definitions of cultural asset mapping in preparation for what would eventually become my work here at Fractured Atlas, I came to realize that a significant body of literature existed on the arts and economic/community development with which I had been entirely unfamiliar. That wouldn’t have been so notable except that I had previously taken an interest of my own in the topic; I considered myself pretty knowledgeable, certainly relative to my former coworkers and business school colleagues. And yet here I was coming across hundreds of pages of stuff, great stuff, really fascinating, ground-breaking stuff, and hardly anyone in my professional circles knew it existed.

Last week, Barry Hessenius interviewed Jamie Bennett, chief of staff and director of public affairs at the NEA, about his thoughts on the arts and culture landscape as Rocco Landesman’s chairmanship comes to a close. When asked about the most critical issues facing the field in the near-to-mid term future, Jamie responded with some thoughts on preference discovery engines: