From: Jose Tejada Gomez
Acroarte has been one of the few organizations that has been maintained with success in the journalistic field in the Dominican Republic. Is recognized and appreciated as a model of specialized profession of journalism.
Its main achievement has been the annual presentation of awards Cassandra, now positioned as the premier art award of the Dominican Republic.
nest in its major initiatives within institutional and financial transparency, little by little have been lost and require urgent action by all members to make the necessary corrections.
Acroarte There are good examples of solidarity, but has not been converted into permanent actions covering the entire membership.
Acroarte has been gradually breaking down. A group disaffiliated her internal conflict, other largely listless, has ignored this and not engage in or demand anything, only trigger Casandra awards to the part that still accepted as a member. Affiliates of New York and Miami formally exist, but without being considered as such, despite the potential for development. Acroarte do not believe that everything is going well and we believe we can improve.
The Strategic Plan of Institutional Development Acroarte intended as guidelines for addressing this reality. After identifying each problem in Acroarte, we have sought to understand appropriate solution and submit for your consideration.
represent a break with the traditional style of campaigning in Acroarte, based on searching accessions mechanically, promoting cannibalism against colleagues and triggering days of gossip in the end do more harm than good to our guild.
In this project we are exposing Acroarte a vision, a guide to integration and work for a more united and harmonious Acroarte, based on five perspectives of systems related to actions which are five program components.
These perspectives are:
1. Strategic Perspective: Redefining the mission and vision of Acroarte
2. Financial Perspective: Development of actions that will make Acroarte economically self-sufficient institution.
3. Members and extension perspective: development of high quality shares and value for membership Acroarte, artists and society in general.
4. Internal process perspective audited: development of actions aimed at improving: the key organizational processes, institutionalization, Casandra awards management, technical modernization of management and internal and external communication. etc.
5. Perspective of human development and professional implementation of programs of professional advancement of its membership and its management team, developing a culture of support and cooperation.
Acroarte has been one of the few organizations that has been maintained with success in the journalistic field in the Dominican Republic. Is recognized and appreciated as a model of specialized profession of journalism.
Its main achievement has been the annual presentation of awards Cassandra, now positioned as the premier art award of the Dominican Republic.
nest in its major initiatives within institutional and financial transparency, little by little have been lost and require urgent action by all members to make the necessary corrections.
Acroarte There are good examples of solidarity, but has not been converted into permanent actions covering the entire membership.
Acroarte has been gradually breaking down. A group disaffiliated her internal conflict, other largely listless, has ignored this and not engage in or demand anything, only trigger Casandra awards to the part that still accepted as a member. Affiliates of New York and Miami formally exist, but without being considered as such, despite the potential for development. Acroarte do not believe that everything is going well and we believe we can improve.
The Strategic Plan of Institutional Development Acroarte intended as guidelines for addressing this reality. After identifying each problem in Acroarte, we have sought to understand appropriate solution and submit for your consideration.
represent a break with the traditional style of campaigning in Acroarte, based on searching accessions mechanically, promoting cannibalism against colleagues and triggering days of gossip in the end do more harm than good to our guild.
In this project we are exposing Acroarte a vision, a guide to integration and work for a more united and harmonious Acroarte, based on five perspectives of systems related to actions which are five program components.
These perspectives are:
1. Strategic Perspective: Redefining the mission and vision of Acroarte
2. Financial Perspective: Development of actions that will make Acroarte economically self-sufficient institution.
3. Members and extension perspective: development of high quality shares and value for membership Acroarte, artists and society in general.
4. Internal process perspective audited: development of actions aimed at improving: the key organizational processes, institutionalization, Casandra awards management, technical modernization of management and internal and external communication. etc.
5. Perspective of human development and professional implementation of programs of professional advancement of its membership and its management team, developing a culture of support and cooperation.
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