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.
Take a Deep Dive into Gallery One at the Cleveland Museum of ArtJane Alexander
Overview and Q&A by Jane Alexander, Director of Information Management and Technology Services
and Caroline Goeser, Director of Education and Interpretation - Museums and the Web at the Cleveland Museum of Art - Take a Deep Dive into Gallery One at the Cleveland Museum of Art - September 19, 2013!
The great challenge to museum architecture lies in providing for the often conflicting uses of the building. On one hand, the important objects in the collection must be preserved, and preservation often requires very specific environments. On the other hand, museums make parts of their collection available to the public, so the environment must be comfortable for people, enabling their movement through the space and providing for their safety.
Take a Deep Dive into Gallery One at the Cleveland Museum of ArtJane Alexander
Overview and Q&A by Jane Alexander, Director of Information Management and Technology Services
and Caroline Goeser, Director of Education and Interpretation - Museums and the Web at the Cleveland Museum of Art - Take a Deep Dive into Gallery One at the Cleveland Museum of Art - September 19, 2013!
The great challenge to museum architecture lies in providing for the often conflicting uses of the building. On one hand, the important objects in the collection must be preserved, and preservation often requires very specific environments. On the other hand, museums make parts of their collection available to the public, so the environment must be comfortable for people, enabling their movement through the space and providing for their safety.
At the American Alliance of Museum's annual meeting in Seattle, WA, Director Brian Kennedy, Associate Director Amy Gilman and Chief Operating Officer Carol Bintz presented the vision for the Toledo Museum Art.
Strategic Visioning: Mapping the Future of Your MuseumWest Muse
In the process of developing a new strategic plan, the UMFA developed self-reflective questions regarding its mission and vision. UMFA staff visited museums in Seattle, Los Angeles, the Bay Area, and Austin with the aim of studying variations of best practice to guide this work. By developing a clear, strategic direction for the institution, museum staff was able to devise changes to the organizational structure and operational strategies in accordance with short and long-term objectives. This session will include questions and findings regarding curatorial practice, sustainability, engagement, and strategic planning to ensure the health, success, and impact of the Museum.
Moderator: Gretchen Dietrich, Executive Director, Utah Museum of Fine Arts
Presenters: George Lindsey, Deputy Director, Utah Museum of Fine Arts
Sonja Lunde, Director of Planning and Special Projects, Utah Museum of Fine Arts
Kerry O’Grady, Director of Education and Engagement, Utah Museum of Fine Arts
Samantha Faulkner, State Library of Queensland. A new exhibitions model, a new engaged exhibition program presentation at Opening Doors: 2019 Museums & Galleries Queensland Conference.
Closing plenary - Connect more with the future - Andy McGregor and Sarah SpeightJisc
The final session of the day will incorporate two keynote speakers.
The first is Andy McGregor, our deputy chief innovation officer. Andy will focus on Jisc’s visions for its work across the education and research sectors.
The second is Sarah Speight, academic director of the transforming teaching programme, Nottingham University.
Connect more in Nottingham, Tuesday 12 July 2016.
Museums and the Web 2009: E-Learning workshopSgardam
This is the presentation delivered by Carolyn Royston and Steve Gardam at the Museums and the Web conference in Indianapolis, 15 April 2009.
Carolyn and Steve give a simple, practical guide to steps helpful in developing online e-learning resources. They use their experience of creating WebQuests, as part of the National Museums Online Learning Project (NMOLP) in the UK as a case study.
WebQuests from NMOLP are open-ended, enquiry based resources for schools, which use the 'raw' content from nine national UK museum and gallery collections, set within a carefully constructed framework of supporting information.
WebQuests can be accessed from any of the websites of the nine partner museums:
British Museum
Imperial War Museum
National Portrait Gallery
Natural History Museum
Royal Armouries
Sir John Soane's Museum
Tate
The Victoria & Albert Museum
The Wallace Collection
Introducing the Public Library Skills StrategyCILIP
Mandy Powell's (Assistant Director of Workforce Development, CILIP) presentation at the CILIP 2017 Conference in Manchester #CILIPConf17
The Public Library Skills Strategy (PLSS) has been jointly developed by CILIP and Society of Chief Librarians (SCL) to help guide and support the learning and development needs of the Public Library workforce in England. The strategy focuses on the skills needed to create a future for Public Libraries as Digital, Creative & Cultural Centres of Excellence – a thriving network of innovative civic spaces (virtual and physical) offering freely-accessible services that support reading & literacy, develop skills, foster creativity, promote health & wellbeing and provide a platform for community participation.
Presentation delivered at the Cultural Leadership Forum in Taipei on December 1st 2018. It deals with cultural leadership issues based on my experience at DesignLab, Waag Society, V2_ and Tetem.
Collaboration with American Women's Association of HK by Department of Englis...Emily Cheng
Final Presentation of Graduation Project with American Women's Association of HK as the host organization. Presentation given in 2013 by students from Department of English, City University of Hong Kong.
TMA Director Brian Kennedy made formal presentations to our board and staff the week of December 6 regarding preliminary findings and overall direction after Phase 1 of our strategic planning process. The complete presentation is here. This is a draft document only and is meant to generate additional thought and an outline for future planning. Your questions and comments are welcome.
20195 was an energizing year for the Toledo Museum of Art with exciting new acquisitions to the collection, dynamic programming, and engaging free exhibitions.
At the American Alliance of Museum's annual meeting in Seattle, WA, Director Brian Kennedy, Associate Director Amy Gilman and Chief Operating Officer Carol Bintz presented the vision for the Toledo Museum Art.
Strategic Visioning: Mapping the Future of Your MuseumWest Muse
In the process of developing a new strategic plan, the UMFA developed self-reflective questions regarding its mission and vision. UMFA staff visited museums in Seattle, Los Angeles, the Bay Area, and Austin with the aim of studying variations of best practice to guide this work. By developing a clear, strategic direction for the institution, museum staff was able to devise changes to the organizational structure and operational strategies in accordance with short and long-term objectives. This session will include questions and findings regarding curatorial practice, sustainability, engagement, and strategic planning to ensure the health, success, and impact of the Museum.
Moderator: Gretchen Dietrich, Executive Director, Utah Museum of Fine Arts
Presenters: George Lindsey, Deputy Director, Utah Museum of Fine Arts
Sonja Lunde, Director of Planning and Special Projects, Utah Museum of Fine Arts
Kerry O’Grady, Director of Education and Engagement, Utah Museum of Fine Arts
Samantha Faulkner, State Library of Queensland. A new exhibitions model, a new engaged exhibition program presentation at Opening Doors: 2019 Museums & Galleries Queensland Conference.
Closing plenary - Connect more with the future - Andy McGregor and Sarah SpeightJisc
The final session of the day will incorporate two keynote speakers.
The first is Andy McGregor, our deputy chief innovation officer. Andy will focus on Jisc’s visions for its work across the education and research sectors.
The second is Sarah Speight, academic director of the transforming teaching programme, Nottingham University.
Connect more in Nottingham, Tuesday 12 July 2016.
Museums and the Web 2009: E-Learning workshopSgardam
This is the presentation delivered by Carolyn Royston and Steve Gardam at the Museums and the Web conference in Indianapolis, 15 April 2009.
Carolyn and Steve give a simple, practical guide to steps helpful in developing online e-learning resources. They use their experience of creating WebQuests, as part of the National Museums Online Learning Project (NMOLP) in the UK as a case study.
WebQuests from NMOLP are open-ended, enquiry based resources for schools, which use the 'raw' content from nine national UK museum and gallery collections, set within a carefully constructed framework of supporting information.
WebQuests can be accessed from any of the websites of the nine partner museums:
British Museum
Imperial War Museum
National Portrait Gallery
Natural History Museum
Royal Armouries
Sir John Soane's Museum
Tate
The Victoria & Albert Museum
The Wallace Collection
Introducing the Public Library Skills StrategyCILIP
Mandy Powell's (Assistant Director of Workforce Development, CILIP) presentation at the CILIP 2017 Conference in Manchester #CILIPConf17
The Public Library Skills Strategy (PLSS) has been jointly developed by CILIP and Society of Chief Librarians (SCL) to help guide and support the learning and development needs of the Public Library workforce in England. The strategy focuses on the skills needed to create a future for Public Libraries as Digital, Creative & Cultural Centres of Excellence – a thriving network of innovative civic spaces (virtual and physical) offering freely-accessible services that support reading & literacy, develop skills, foster creativity, promote health & wellbeing and provide a platform for community participation.
Presentation delivered at the Cultural Leadership Forum in Taipei on December 1st 2018. It deals with cultural leadership issues based on my experience at DesignLab, Waag Society, V2_ and Tetem.
Collaboration with American Women's Association of HK by Department of Englis...Emily Cheng
Final Presentation of Graduation Project with American Women's Association of HK as the host organization. Presentation given in 2013 by students from Department of English, City University of Hong Kong.
TMA Director Brian Kennedy made formal presentations to our board and staff the week of December 6 regarding preliminary findings and overall direction after Phase 1 of our strategic planning process. The complete presentation is here. This is a draft document only and is meant to generate additional thought and an outline for future planning. Your questions and comments are welcome.
20195 was an energizing year for the Toledo Museum of Art with exciting new acquisitions to the collection, dynamic programming, and engaging free exhibitions.
Want to learn more about visual literacy? Here is a rundown of books, publications, and journals recommended by Brian Kennedy, the director of the Toledo Museum of Art.
This presentation was made to the board of directors and staff of the Toledo Museum of Art in the fall of 2011 to explain one of the Museum's strategic objectives, Increasing Visibility, in greater detail.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
2. Toledo Museum of Art Our Purpose: Art Education 2 Providing access to works of art in the Museum and information about them
3. Background Overview The museum underwent a strategic planning process during the first 3 months of Brian Kennedy’s directorship (Fall 2010). This involved many groups of museum stakeholders, and culminated in an overview of current issues and needs within the museum and in the broader Toledo community. This was presented to the Board of Directors in early December 2010, and subsequently announced to our general public. 3
4. 4 Background Overview Based on this data, the museum then developed an overarching Strategic Plan, intended to begin in July, 2011 and run through June 2015. The plan was presented to the Board of Directors and the Staff in February 2011. This Annual Planfor fiscal year 2011-2012 is based on the Strategic Plan, and incorporates many of the ideas generated during the entire planning process.
11. In a traditional art museum structure the “purpose” or “mission” of the museum is in the center. Collections Audiences Purpose Resources While this institutional structure can be useful, we decided that if Arts Education is our Purpose, then our structure must focus on Activities to deliver it.
12. New TMA Model: Activity Based Art Staff Buildings Collections Audiences Funds Activity Intellectual Property Knowledge Expertise Experiences Activity is at the center, allowing us to think differently about our existing resources, whether they be our collections, our knowledge, or our visitors.
17. Working with Artists8 The Annual Plan 2011-2012 will deliver on these strategic objectives
18. Expanding Access to the Collections “Collections” has been defined as inclusive of staff, buildings, funds, and our Art Collections. This objective will especially utilize digital technology to bring the museum’s collections to our visitors. 9
19. 10 Teaching Visual Literacy Incorporating “learning to look” methodology to enhance our educational and programmatic offerings. Promoting awareness of the principles and elements of art and design in all gallery and exhibition interpretation.
20. 11 Increasing Visibility Increasing our use of social media, expanding the museum’s membership program, and utilizing focused marketing efforts around exhibitions and high profile events to raise awareness of the TMA locally, nationally and internationally.
21. 12 Developing Museum Assets Promote and develop the knowledge and expertise of the staff; begin an improvement of our physical plant and environment, expand use and access to the Peristyle, and determine how best to fund our activities.
22. Working with Artists Refining and expanding the museum’s artist-in-residence program; develop a program of temporary art installations; utilize exhibitions to introduce temporary site-specific installations to our museum visitors. 13
27. Stop doing? Are there activities that better meet our objectives?14
28. Organizational Structure Strategic Objectives Chief Operating Officer Director of Marketing and Communications Director of Education Director of Development Chief Curator Curatorial Registration Exhibitions Visual Resources Publications Library Rights + Reproduction Archives Conservation Docent Program Family Center Teacher Resources Public Classes Public Programs Community Outreach Educational Media Finance Facilities Museum Store Culinary Services Security Utilities + Grounds HR Glass Studio Special Events IT Grantwriting Major Donors Planned Giving Business Council President’s Council Director’s Circle Promotional Publications Press Relations Social Media Marketing Internal and External Communications Membership Visitor Services Graphic Design Expanding Access to Collections Board of Directors Director Associate Director Senior Curator Executive Assistant Teaching Visual Literacy Increasing Visibility Developing Museum Assets Working with Artists We are structured to deliver our Strategic Objectives across all departments.
29. Objectives 2011-2012 Each Objective will be lead by a member or members of the senior staff, who are responsible for overseeing all activities for that Objective. 16
33. Activity 5: All visits and programming should relate to the art collection
34.
35.
36. Activity 2: Incorporate Visual Literacy/Learning to Look strategies into all Museum tours. Invite participants to look at works of art by engaging with the elements of art and principles of design. 20
37.
38. Activity 4: Use Museum exhibitions to introduce visitors to the Elements of Art and Principles of Design.
39.
40.
41. Activity 2: Develop the marketing and communications tools necessary to add value, increase awareness and build the TMA brand23
42.
43.
44.
45.
46.
47. Activity 6: Revamp Parking lots and access ways to the museum to make them more visitor friendly
48.
49.
50.
51.
52.
53.
54.
55. All objectives will be evaluated on a quarterly basis by the Executive Team to determine if goals are being met, or if adjustments need to be made.35
56.
57. Implement a staff evaluative procedure for each temporary exhibition
58. Develop a plan for an integrated museum-wide evaluation strategy – to be implemented by beginning of Fiscal 12-13 (year 2 of Strategic Plan)