Cultural Policy

The development of cultural policy during the twentieth century is underscored by three key developments. First, the formation of the Arts Council of Great Britain in 1946, first headed by the Cambridge economist Lord Keynes, saw the scaffolding developed for ongoing government support for the arts. In doing so, it established the principle of an “arm’s length” relationship between the government of the day and individual artists, through the development of independent arts boards engaged in the peer review of creative works. Second, the formation of the Fifth Republic in France in 1958 saw the creation of a Ministry of Culture, headed by the writer André Malraux. Malraux and his successors have seen three major tasks for a national cultural policy: government support for the creation of new artistic and cultural works; the promotion and maintenance of cultural heritage; and enabling equitable access to creative works and creative opportunities through all segments of society. Finally, at a global level, agencies such as UNESCO have sought to promote national cultural policies as an element of national sovereignty, particularly in the developing world, and this has involved addressing sources of structural inequality in the distribution of global cultural and communications resources...

Partnership for arts integration : exploring the experiences of teachers and artists working with integrated arts programs

This research acknowledges the difficulties experienced by teachers presenting integrated arts curricula. Instructional support is offered by arts organizations that provide arts partnerships with local schools boards. The study focuses on the experiences of 8 teachers from a Catholic school board in southern Ontario who participated in integrated arts programs offered by The Royal Conservatory of Music's Learning Through the Arts™ (LTTATM) program and a local art gallery's Art Based Integrated Learning (ABIL) program and examines their responses to the programs and their perception of personal and professional development through this association. Additionally, questions were posed to the . "aftisfs"from-tneSe]Jfograrrrs;-and"they liiscus·sed·how"participating in-collaboration with teachers in the development of in-school programs enabled them to experience personal and professional development as well. Seven themes emerged from the data. These themes included: teachers' feelings of a lack of preparedness to teach the arts; the value of the arts and arts partnerships in schools; the role of the artists in the education of teachers; professional development for both teachers and artists; the development of collegiality; perceptions of student engagement; and the benefits and obstacles of integrating the arts into the curriculum. This document highlights the benefits to both teachers and artists of arts partnerships between schools and outside arts organizations.

The United States practical receipt book, or, Complete book of reference : for the manufacturer, tradesman, agriculturalist or housekeeper : containing many thousand valuable receipts, in all the domestic arts /

Includes index.

Mackenzie's ten thousand receipts : in all the useful and domestic arts : constituting a complete and practical library.

Includes index.

Procès-verbal de la première séance du Jury des arts : nommé par la Convention nationale, et assemblé dans une des salles du Museum, en vertu des décrets des 9 et 25 jours de brumaire, an II de la république française une et indivisible, pour juger les ouvrages de peinture, sculpture et architecture mis au concours pour obtenir le prix.

Final leaf blank.

Catalogue raisonné d'objets d'arts du cabinet de feu M. de Silvestre, ci-devant chevalier de l'ordre de saint-Michel et maitre a dessiner des enfans de France / ǂc par F.L. Regnault-Delalande.

Includes index.

Album des beaux-arts /

The 24 leaves comprise a folded lithographed title leaf and 23 reproductive prints, lithographed and engraved by Geffroy, Campagnon, Jacque and others.

Notice historique des monumens des arts, réunis au Depot national, rue des Petits Augustins : suivis d'un traité de la peinture sur verre /

Pages 39-92 wrongly numbered 59-112.

Voyage d'un François en Italie, fait dans les années 1765 & 1766 : contenant l'historie & les anecdotes les plus singulieres de l'Italie, & sa description, les mœurs, les usages, le gouvernement, le commerce, la littérature, les arts, l'histoire naturelle & les antiquités, avec des jugemens sur les ouvrages de peinture, sculpture & architecture, & les plans de toutes les grandes villes d'Italie.

Later published with title: Voyage en Italie.

Remarks on antiquities, arts, and letters during an excursion in Italy, in the years 1802 and 1803 /

Contains a memoir of the author by his brother, Isaac Forsyth.

Legends of the Madonna as represented in the fine arts. Forming the third series of Sacred and legendary art.

Bound in marbled paper boards; leather shelfbacks and corners; marbled edges; decorated end papers.

Nonprofit Boards in Australia: A Distinctive Governance Appoach

This article reports the findings into patterns of governance on nonprofit boards in Australia. The research surveys 118 boards, upon which serve a total of 1405 directors. The findings indicate that nonprofit boards can mimic some aspects of a shareholder approach to governance. But nonprofit boards, in the main, indicate priorities and activities of a stakeholder approach to governance. The features of `isomorphism' that arise largely stem from legislative requirements in corporate governance. Generally, nonprofit directors are influenced by agenda and motivations that can be differentiated from the influences upon director activity in the corporate sector. The study indicates that nonprofit boards prize knowledge and loyalty to the sector when considering board composition. The survey suggests nonprofits ``compensate'' for the demands placed upon them about fiduciary duty and due diligence responsibilities with the diverse intellectual expertise of non-executive directors. Nonprofit boards possess greater diversity than boards in the corporate sector; they include more women as directors than corporate boards and they include a greater proportion of directors from minority groups. While strategic issues feature significantly as a task of the nonprofit board, they distinguish themselves from their corporate counterparts by engaging in operational management. The findings indicate that, in the main, directors on nonprofit boards deliberate and operate in ways distinctive from their corporate counterparts. Such findings offer a contribution to the reform of Corporations Law in other countries and the likely consequence on boards outside the corporate sector.