With that breadth of knowledge, we see things that matter most. Sparks that ignite opportunity. Ideas that drive practical innovation. Insights that can transform your world. Our mission is always to inspire people for their success.
Call us 019 3499 536
helmisuhaimi.blogspot.com
Digitisation for the renewal of Jewish Cultural Heritage. Session Click and see. INFO 2005 The 20th Annual International Conference, Hilton Hotel, Tel-Aviv May 31, 2005 (Hebrew)
Going the Distance: Planning Through the Lens of Online LearningJon Ernstberger
In 2010, LaGrange College’s new strategic plan contained five goals related to new programs and delivery methods. As a result, the college deliberately developed a high-quality online learning program.
1 OHIO DOMINICAN UNIVERSITY Strategic Plan 2012-2.docxhoney725342
1
OHIO DOMINICAN UNIVERSITY
Strategic Plan 2012-2017
ROADMAP TO THE FUTURE
August 30, 2012
MISSION OF OHIO DOMINICAN UNIVERSITY:
As a Catholic liberal arts university in the Dominican tradition, Ohio Dominican University is guided in its
educational mission by the Dominican motto: to contemplate truth and to share with others the fruits of this
contemplation. Ohio Dominican educates all individuals committed to intellectual, spiritual and professional growth to
become lifelong learners committed to serving others in a global society, as ethical and effective leaders grounded in the
pursuit of truth, justice and peace.
VISION FOR OHIO DOMINICAN UNIVERSITY:
Ohio Dominican University has a strong regional reputation as a ‘first choice” institution. We are known for the high
quality of our faculty, staff and students. We embrace our Catholic and Dominican identity as well as our teaching
and learning excellence.
Our academic profile has greatly improved, and we are deeply committed to academic quality. Our curriculum is
robust, academically challenging, relevant and responsive to the changing and complex world we live in.
Our students are engaged and empowered. They graduate with a clear moral compass and a desire to contribute
meaningfully to society. They are well prepared for their chosen professions and motivated to make a significant
difference in their lives and others.
Our campus is beautiful and vibrant. Visitors are impressed by the sense of school spirit and a welcoming attitude.
Students participate in a robust variety of academic, artistic and athletic events displaying a distinctive ODU spirit.
We have achieved sustainable financial health, enabling us to reinvest our resources toward our most important
priorities. We have made the tough decisions necessary to diversify our funding streams, grow our endowment, and
achieve sustainable enrollment growth.
Technology is appropriately and sensibly infused throughout our campus, in our classes and operations. It enhances
teaching, learning and research.
2
ODU is strong academically and financially with the clear prospect for an ever brighter future within our grasp.
THE PLANNING PROCESS:
The Roadmap to the Future results from efforts of a 35-member task force comprised of
administrators, faculty and staff from across the University. Between September 2011 and April
2012, the task force met as a whole for six full days and spent many more hours gathering data and
working in smaller groups. Over 1,000 key stakeholders (alumni, faculty, staff, students, trustees,
Congregational members and community leaders) provided input about the challenges and
opportunities facing the University. Over the winter, members of the Planning Task Force worked
in committees to prepare a set of concept papers that contextualized the themes, explored the
challenges facing the University, and suggested ...
This is the presentation delivered on 5 - 7 November 2013 by the Arts Council to National portfolio organisations and Major partner museums. Find out more here: http://www.artscouncil.org.uk/jobs-and-conferences/conferences/national-portfolio-briefing-events-november-2013/
With that breadth of knowledge, we see things that matter most. Sparks that ignite opportunity. Ideas that drive practical innovation. Insights that can transform your world. Our mission is always to inspire people for their success.
Call us 019 3499 536
helmisuhaimi.blogspot.com
Digitisation for the renewal of Jewish Cultural Heritage. Session Click and see. INFO 2005 The 20th Annual International Conference, Hilton Hotel, Tel-Aviv May 31, 2005 (Hebrew)
Going the Distance: Planning Through the Lens of Online LearningJon Ernstberger
In 2010, LaGrange College’s new strategic plan contained five goals related to new programs and delivery methods. As a result, the college deliberately developed a high-quality online learning program.
1 OHIO DOMINICAN UNIVERSITY Strategic Plan 2012-2.docxhoney725342
1
OHIO DOMINICAN UNIVERSITY
Strategic Plan 2012-2017
ROADMAP TO THE FUTURE
August 30, 2012
MISSION OF OHIO DOMINICAN UNIVERSITY:
As a Catholic liberal arts university in the Dominican tradition, Ohio Dominican University is guided in its
educational mission by the Dominican motto: to contemplate truth and to share with others the fruits of this
contemplation. Ohio Dominican educates all individuals committed to intellectual, spiritual and professional growth to
become lifelong learners committed to serving others in a global society, as ethical and effective leaders grounded in the
pursuit of truth, justice and peace.
VISION FOR OHIO DOMINICAN UNIVERSITY:
Ohio Dominican University has a strong regional reputation as a ‘first choice” institution. We are known for the high
quality of our faculty, staff and students. We embrace our Catholic and Dominican identity as well as our teaching
and learning excellence.
Our academic profile has greatly improved, and we are deeply committed to academic quality. Our curriculum is
robust, academically challenging, relevant and responsive to the changing and complex world we live in.
Our students are engaged and empowered. They graduate with a clear moral compass and a desire to contribute
meaningfully to society. They are well prepared for their chosen professions and motivated to make a significant
difference in their lives and others.
Our campus is beautiful and vibrant. Visitors are impressed by the sense of school spirit and a welcoming attitude.
Students participate in a robust variety of academic, artistic and athletic events displaying a distinctive ODU spirit.
We have achieved sustainable financial health, enabling us to reinvest our resources toward our most important
priorities. We have made the tough decisions necessary to diversify our funding streams, grow our endowment, and
achieve sustainable enrollment growth.
Technology is appropriately and sensibly infused throughout our campus, in our classes and operations. It enhances
teaching, learning and research.
2
ODU is strong academically and financially with the clear prospect for an ever brighter future within our grasp.
THE PLANNING PROCESS:
The Roadmap to the Future results from efforts of a 35-member task force comprised of
administrators, faculty and staff from across the University. Between September 2011 and April
2012, the task force met as a whole for six full days and spent many more hours gathering data and
working in smaller groups. Over 1,000 key stakeholders (alumni, faculty, staff, students, trustees,
Congregational members and community leaders) provided input about the challenges and
opportunities facing the University. Over the winter, members of the Planning Task Force worked
in committees to prepare a set of concept papers that contextualized the themes, explored the
challenges facing the University, and suggested ...
This is the presentation delivered on 5 - 7 November 2013 by the Arts Council to National portfolio organisations and Major partner museums. Find out more here: http://www.artscouncil.org.uk/jobs-and-conferences/conferences/national-portfolio-briefing-events-november-2013/
Toledo Museum of Art Director Brian Kennedy presented this annual plan to the TMA board on Monday, June 6 for approval. It is the result of an eight-month strategic planning process.
This presentation at the AEJMC conference in Chicago, gives student media advisers and student leaders a step-by-step guide on creating an integrated marketing communications plan using the ROPE method from public relations. Those unfamiliar with marketing or public relations will find this easy to use and invaluable in managing your student media brand.
As we start 2017, EPIP welcomes you to this webinar to introduce the scope of what's ahead for the year. You will also be able to provide feedback that will inform what we offer you in the new year. Come learn more about our:
Post-Election Special Series of Webinars
The UNITY Summit with CHANGE Philanthropy
Updates on local chapters and other national programs
HCC will be a leader in providing high quality, innovative education leading to student success and completion of workforce and academic programs. We will be responsive to community needs and drive economic development in the communities we serve.
The mission of the Capacity Building Initiative is to invest, impact, and inform the administrative capacity of arts organizations toward artistic excellence. Offered by Houston Arts Alliance, the Initiative offers 4 program areas: Pre-Incubator, Incubator, Accelerator, and Sustainability Programs. Learning Sessions provide recent grantees the opportunity to share their best practices and lessons learned as they leveraged HAA's financial investment into their organizational capacity.
For more information, go to our website at www.houstonartsalliance.com .
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
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Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Exploring Patterns of Connection with Social Dreaming
2012.09.27 Learning Sessions 3 - Houston Center for Photograhy
1. Accelerator Program – Phase I
Beneficiary:
Grant Term:
04/2011 – 03/2012
Contact:
Bevin Bering Dubrowski
Executive Director
bevin@hcponline.org
713-529-4755 x 13
www.hcponline.org
2. Mission and Vision
MISSION
Houston Center for Photography's mission is to
increase society's understanding and appreciation of
photography and its evolving role in contemporary
culture. HCP strives to encourage artists, build
audiences, stimulate dialogue, and promote inquiry
about photography and related media through
education, exhibitions, publications, fellowship
programs, and community collaborations.
VISION
Houston Center for Photography exists to
Connect People with Photography.
This is accomplished through exhibitions of,
competitions for, and publications about
contemporary photography, as well as education in
all aspects of photography.
Public Lecture at HCP with
Collector WM Hunt
3. Use of Funds
Funding for Accelerator Phase 1 will be used towards
the creation of a multi-year strategic plan.
Consultant Selection
• HCP first reached out to peer non-profit groups for
recommendations. Joe Synan of Leadingwell
Associates received excellent reviews from Executive
Director of the Houston Center for Contemporary
Craft and Lawndale Art Center. HCP also recognized
that Joe Synan is listed on the Houston Arts Alliance
recommendation board
• HCP scheduled an interview with Joe Synan.
• HCP’s Executive Director conducted a phone
interview with Sterling and Associates.
• HCP’s Executive Director and [then] Board
president interviewed Dini Partners.
• Executive Director and [then] Board President
recommended Joe Synan to the Board of Directors.
The Board of Directors approved the hiring of Joe
Synan.
Planning Process
• Executive Director, Board President, and
Consultant Joe Synan established goals for
Strategic Planning process
• Consultant led HCP staff in a retreat to be sure
that staff goals and concerns were addressed in
strategic planning process
• Staff and Board prepared for Board of Directors
Retreat by answering surveys and discussing ideas
during Board and Executive Committee meetings
• Board of Directors Retreat established content for
Strategic Plan
• Strategic Plan was formatted and edited by
Consultant, Staff, and Board of Directors, then
approved by Board of Directors
• Strategic Plan becomes living, working document
to guide decisions and goals of the organizations
4. Goal 1: Exhibitions
Objectives:
• Increase on-site audience numbers by
10% each year*
• Increase e-newsletter frequency*
• Publish 6 month exhibition
calendar*
• Increase social media presence*
• Create more educational tactics*
• HCP uses QR codes and OnCell to
provide electronic docents of
each exhibition*
• Stagger exhibition opening dates
• Increase Learning Center Gallery traffic
• Maintain free admission to the public*
• Offer 1 “blockbuster” exhibition each
year*
Exhibition Opening Reception –
November 17, 2012
* Denotes objectives to address in the next 12 months.
5. Goal 2: Competitions
Objectives:
• Create recognizable prize
• Increase prize to $5,000*
(from $2,000)
• Increased prize to $2,500 in 2012
• Fellowship recipients teach an HCP Master Class
• Have nationally recognized jurors*
• 2012 Fellowship Juror – Christopher
Rauschenberg, Blue Sky Gallery,
Portland, Oregon
• 2012 Membership Exhibition Juror –
Anne Wilkes Tucker, Gus and Lyndall
Wortham Curator of Photography,
Museum of Fine Arts, Houston
• Increase number of applicants to 500 for each
competition*
• Use callsforentry.org (online
submission process) to increase
number of applicants*
2012 HCP Fellowship recipient Isa Leshko in conversation
with Juror Christopher Rauschenberg
* Denotes objectives to address in the next 12 months.
2012 Carol Crow Memorial Fellowship recipient David Politzer in
conversation with Juror Christopher Rauschenberg
6. Goal 3: Education
Objectives:
• Enhance workshop quality*
• Comprehensive curriculum has
been developed and will be
implemented in Sept 2012*
• Expand educational services*
• HCP has developed a curriculum
for teen classes and workshops
• HCP now offers summer camps
for young photographers (ages
10 -16)
• Implement alternative delivery methods
• Attract well-known instructors
• Establish instructor evaluation and
training*
HCP Intern, artist, and HCP staff gather
during HCP’s First Tuesday program
* Denotes objectives to address in the next 12 months.
Students in HCP’s computer-based class
7. Goal 4: Publications
Objectives:
• Re-evaluate presentation of information in
Spot*
• Spot is now presented in an
interview format
• Expand distribution of Spot (paper)
• Research alternative delivery
methods
• Expand distribution of Spot (electronic)
• Develop online/mobile
applications to supplement paper
version
• Increase page count to 64 pages per issue
(currently at 48 pages)
• Research renaming/rebranding “Spot”*
• Decision has been made to
maintain the name of Spot
Cover of Spot
Left - Fall 2011; Right - Spring 2012
* Denotes objectives to address in the next 12 months.
9. Keys to Success
1. The Board and Staff are literally on the
same page in regards to goals and
priorities.
2. The Strategic Plan provides a guiding
compass for all major decisions.
3. The Strategic Plan allows HCP to
communicate its goals to the community
and funders in a more efficient manner.
4. Thanks to the Strategic Plan, HCP has
grown tremendously over the past year
and is primed to move forward with the
major goals outlined in the Strategic Plan.
HCP Staff
10. Lessons Learned
• This process ran incredibly smoothly and
we plan to repeat similar steps in the
future.
• We recommend hiring a consultant that
will work as a team member with the staff
and Board of Directors. We recommend
getting the Board of Directors excited
about the process early on and treating
the process as an opportunity.
• Staff meeting and Board of Directors
meetings now focus on the goals set forth
in the Strategic Plan. Please see HCP’s
Strategic Plan for organizational goals for
the next 5 years.
A living, working document
11. Summary of Future Plans
• HCP’s Board of Directors attended the annual
Board Retreat on April 27 – 28, 2012.
• At this Retreat, the approved strategic plan
was evaluated and amended to add a fifth
year.
• HCP plans to continue to add to the Strategic
Plan each year so there is always a five-year plan
for the organization.
• HCP Board of Directors receive a Fact Pack at
each Retreat containing in depth information on
the organization as a whole. Board and
Committee members use this information
throughout the year to stay informed on the
organization as a whole and how each program
interacts with the others.
• HCP staff, Board of Directors, and Committee
Chairs will continue to report on the goals set
forth in the Strategic Plan to maintain forward
momentum in the organization striving to
achieve those goals.
HCP Staff – November 3, 2011