Arts Service Organizations: A Study of Impact and Capacity

Evaluates the capacity of arts and cultural organizations during a two-year initiative while they assisted other small nonprofits and individual artists. Addresses issues of funding and partnerships; includes recommendations

Enumeration of points, lines, planes, etc

One of the earliest results in enumerative combinatorial geometry is the following theorem of de Bruijn and Erd\H{o}s: Every set of points $E$ in a projective plane determines at least $|E|$ lines, unless all the points are contained in a line. Motzkin and others extended the result to higher dimensions, who showed that every set of points $E$ in a projective space determines at least $|E|$ hyperplanes, unless all the points are contained in a hyperplane. Let $E$ be a spanning subset of a $d$-dimensional vector space. We show that, in the partially ordered set of subspaces spanned by subsets of $E$, there are at least as many $(d-k)$-dimensional subspaces as there are $k$-dimensional subspaces, for every $k$ at most $d/2$. This confirms the "top-heavy" conjecture of Dowling and Wilson for all matroids realizable over some field. The proof relies on the decomposition theorem package for $\ell$-adic intersection complexes.Comment: 18 pages, major revisio

Correlation bounds for fields and matroids

Let $G$ be a finite connected graph, and let $T$ be a spanning tree of $G$ chosen uniformly at random. The work of Kirchhoff on electrical networks can be used to show that the events $e_1 \in T$ and $e_2 \in T$ are negatively correlated for any distinct edges $e_1$ and $e_2$. What can be said for such events when the underlying matroid is not necessarily graphic? We use Hodge theory for matroids to bound the correlation between the events $e \in B$, where $B$ is a randomly chosen basis of a matroid. As an application, we prove Mason's conjecture that the number of $k$-element independent sets of a matroid forms an ultra-log-concave sequence in $k$.Comment: 16 pages. Supersedes arXiv:1804.0307

Resilience in 2020

In fall 2018, the S. D. Bechtel, Jr. Foundation, along with fellow funders and the authors of this report, set out to study what it takes for nonprofits to survive and even thrive amid disruption, and to better understand how grantmakers can help grow this resilience. "Resilience" was defined as a nonprofit's ability to respond effectively to change and adapt successfully to new and unforeseen circumstances while staying true to mission. Ultimately, seven characteristics emerged as critical to organizational resilience, presented in the resulting report, Resilience at Work. None of the stressors profiled in the original study reached the magnitude of the multiple and interconnected crises that defined 2020 – the pandemic, the uprising for Black lives and racial justice, the economic downturn, the crescendo of natural disasters. The authors wanted to know: What does it take for nonprofits to be resilient in the face of the profound and far-reaching change and uncertainty that no organization was immune from in 2020? Can nonprofits bounce back better equipped to weather future crises? To find out, the S. D. Bechtel, Jr. Foundation commissioned this update

Between constancy and change : legal practice and legal education in the age of technology

In legal practice, as in other professions, the increasing use of technologies is not new. However, it is generally agreed that the latest round of new technological development, such as AI and big data, has presented, and will continue to present, challenges to the legal profession in a much more profound way. If the legal profession must adapt to technological changes, so must legal education. Technologies in legal education present us with three sets of considerations: the adoption and adaptation of technologies to teaching and learning; the study and research of disruptions and other impacts of technologies in society to assist in formulating legal responses to them; and the preparation of future lawyers.This paper first examines the impact of different technologies on legal practice and responses from the profession. Upon examining the opportunities and challenges brought about by new technologies, the paper will further discuss how legal education, especially its curricula, might respond to changes and challenges. It is argued that, like the way they adapted to globalisation, legal education and legal practice will meet new technological challenges and, as such, there is no reason to believe that there is not a bright future for legal education and the legal profession

Cyber Fantasies: Rina Sawayama, Asian Feminism, and Techno-Orientalism in the Age of Neoliberalism

In the 21st century, neoliberalism and technological innovations in Asia produce techno-Orientalism, a new framework by which the West dominates Asia. In this process, Asian bodies are configured as inherently technological beings who exist solely for the production of information and neoliberal goods. Techno-Orientalism is a byproduct of the violence wrought by modernity. Yet, Rina Sawayama, a British-Japanese music artist, produces a new form of resistance that can be characterized as diasporic Asian cultural production. Her work challenges the white hegemonic masculine gaze by interrogating modernity in her lyrics, aesthetic, and performance. Sawayama\u27s aesthetic and music videos produce a new sense of Asian subjectivity via the hacking of Western epistemologies. Sawayama\u27s artistry provides a new praxis of counter-hegemonic resistance within the neoliberal era

Resilience at Work: How Nonprofits Adapt to Disruption. How Funders Can Help.

Today and in the future, there is one thing social change leaders can be sure of: they will experience disruption, uncertainty, and significant change. Whether recovering from a hurricane, navigating global health concerns, responding to shifts in public policy, or regrouping after the departure of a top leader, nonprofits that get intentional about cultivating organizational resilience are better at anticipating and adapting to disruption.Resilience is critical for surviving these turbulent times. Nonprofit organizational resilience is the ability to respond effectively to change and adapt successfully to new and unforeseen circumstances while staying true to mission. At their best, resilient nonprofits respond to disruptions as tipping points, rather than tragedies, finding new opportunities to learn, grow, evolve, and, ultimately, better serve their communities.So, what does it take for nonprofits to survive and even thrive amid shocks? This research points to seven crucial characteristics, and surfaces principles and practices for funders who seek to boost grantee resilience