Es el resultado de talleres y mini talleres entre miembros de Acroarte, y de consultas
individual, which extracted the vision that we show in the hands of all members.
This plan stems from a fair and responsible assessment of Acroarte since its founding in 1983 to date, stage in which we evaluated their strength, opportunities, weaknesses and threats (SWOT).
determined that the most striking conclusion of this process was that Acroarte, though created by art historians, is the only organized expression of Dominican artist, who has managed to forge the most significant and valuable prize for the various social classes, arts and representatives Art in the Dominican Republic: Prizes Kassandra. Here we note that sustain our strengths and opportunities.
At the other extreme, we note that the institutional and management weaknesses of Acroarte are many threats are latent, while both rotate in the failure of our policies, rules and regulations, lack of integration among members, and the condition increasing gap and absent determinants on vision, which weaken and disrupt that required institutions.
The objectives of this plan Acroarte seek to promote a more cohesive, clear and sensitive
to its members, promoting their integration, to create institutional mechanisms that the
make it more transparent, a permanent and final submission to a positive
technological transformation in line with modern times, converting all these efforts on a result of an entirely proactive, self-sustaining institution.
Because of this, that if members of our board Acroarte favor by voting, which will be chaired by journalist José Tejada Gómez colleague, as contemplated, the plan will be submitted to the entire membership of Acroarte for approval.
From that moment Acroarte have a strategic platform, with its immediate and medium future defined and may preserve the required institutions and exponentiation of Casandra awards for several decades in the future.
Movement Institutionalization and Change in Acroarte
0 comments:
Post a Comment