Interview With Dan Edwards, Senior Vice President, Communications, Jacksonville Jaguars

2013 ◽  
Vol 6 (4) ◽  
pp. 391-393
Author(s):  
Jason W. Lee
Keyword(s):  
New York ◽  
Public Relations ◽  
Digital Media ◽  
Vice President ◽  
Facility Management ◽  
Community Relations ◽  
First Year ◽  
Sports Administration ◽  
Staff Members ◽  
The University

In 2013, Dan Edwards marks his 30th season in the NFL and his 20th year with the Jacksonville Jaguars. He is responsible for overseeing the Jaguars’ communications division, which includes media relations, digital media, and broadcasting. Edwards was promoted to vice president in 2003, when the Jaguars’ community relations and Internet content departments were added to his responsibilities. He is one of eight current Jaguars staff members who have been with the franchise since its first year in 1994. Edwards received a scholarship from NFL Charities in 1984, the year he began his NFL career as a public relations intern in the NFL office in New York. He spent the 1984 football season working in publicity for the Miami Dolphins before joining the Pittsburgh Steelers in 1985. Edwards served as the Steelers’ public relations director from 1987 to 1993. Pittsburgh’s public relations staff received the 1991 Pete Rozelle Award from the Pro Football Writers of America. Edwards, who has worked with the NFL staff at 23 Super Bowls, has an undergraduate degree in business administration with a major in management from the University of Oregon and a master’s degree in sports administration and facility management from Ohio University.

Managing Harvard

2001 ◽  
Author(s):  
Morton Keller ◽  
Phyllis Keller
Keyword(s):  
World War Ii ◽  
Public Relations ◽  
Military Service ◽  
Vice President ◽  
Central Administration ◽  
Black And White ◽  
Holding Company ◽  
Complex Relationships ◽  
The University ◽  
Looking Back

Harvard’s evolution from a Brahmin to a meritocratic university involved alterations in its governance as well as the makeup of its students and faculty. The cozy, we-happy-few atmosphere of the past began to give way to more professional administration. As a chemist accustomed to overseeing a laboratory and working systematically on problems, Conant rejected Eliot’s and Lowell’s style of running the University “largely ‘under their hats.’ ” His close associate Calvert Smith recalled that he devoted the pre-World War II years to seeking “a modus operandi adaptable to the present size and complexity of the institution, which at the same time still fitted in with the traditional precedents.” But the embedded culture of a venerable, decentralized university made change difficult. Looking back in 1952, Conant concluded that administration at Harvard was not very different from what it had been in Lowell’s day. He saw the central administration “as a sort of holding company responsible for the activities of some 20-odd operating companies.” There were occasional ineffective attempts to draw up a Harvard organizational chart, but as Corporation Secretary David Bailey conceded, “the difficulties of setting down complex relationships in black and white have always prevented their being cast in final form.” The University, he thought, “is suffering from acute decentralization.” For all his commitment to institutional change, Conant relied as did his predecessors on graduates of the College with strong institutional loyalties. When he assumed office in 1933, he brought in Jerome Greene to be both his and the Corporation’s secretary. Until his retirement in 1943, this consummate civil servant was Conant’s closest counselor on alumni and other matters. Greene’s successor was A. Calvert Smith, a classmate of Conant. Smith had strong public relations skills, honed by several decades in the wilds of New York’s investment and banking world, not unlike Greene’s background. Soon after he came into office Conant made John W. Lowes, the son of Higginson Professor of English John Livingston Lowes, his financial vice president. But it was not easy to work this new position into the existing Harvard structure, especially with power-seeking Treasurer William Claflin on the scene. When Lowes left for military service in September 1941, Conant told him his position would not exist when he returned.

For Members Only Forthcoming Meetings and Conferences of General Interest

PMLA ◽  
1967 ◽  
Vol 82 (7) ◽  
pp. A2-A52
Keyword(s):  
New York ◽  
Graduate School ◽  
Vice President ◽  
National Commission ◽  
General Interest ◽  
New York University ◽  
The Board Of Directors ◽  
University Buildings ◽  
The University ◽  
London Stage

George Winchester Stone, Jr. What can be added to the four pages of tributes to President—then retiring Secretary—Stone in the June 1964 issue of PMLA? After a year of restoration on a combined Guggenheim and Fulbright in London (1963–64), he became Dean of the Graduate School of Arts and Science at New York University. His part (3 vols.) of the great annals of The London Stage (12 vols.) is now complete. He has continued to be active on the Board of Directors of ACLS. He has been elected a Vice President of the International Federation for Modern Languages and Literatures. He is on the Executive Committee and Chairman of the Cultural Committee of the U. S. National Commission for UNESCO. We are particularly fortunate to have had him as MLA President this year while—after 40 years—the MLA moved from New York University buildings. We owe much to him for the ease of the move and the amiability of our new relationship with the University. Vive le grand GWS!

Minutes of the MLA Executive Council

PMLA ◽  
2009 ◽  
Vol 124 (3) ◽  
pp. 996-1001
Keyword(s):  
New York ◽  
Executive Director ◽  
Vice President ◽  
Information Services ◽  
Executive Council ◽  
Staff Members ◽  
Bibliographic Information

[Note: The Executive Council voted to approve these minutes at its February 2009 meeting.]The council met on 24–25 October 2008 at the MLA office in New York. President Gerald Graff presided. The officers present were First Vice President Catherine Porter, Second Vice President Sidonie Smith, and Executive Director Rosemary G. Feal. The Executive Council members present were Carlos J. Alonso, Charles Altieri, Sara Scott Armengot, Dorian F. Bell, Anne Ruggles Gere, Jane Harper, Francis Abiola Irele, Mary N. Layoun, George Levine, Paula Rabinowitz, Hortense J. Spillers, Lynne Tatlock, Priscilla Wald, and Alexandra K. Wettlaufer. The MLA staff members present were Director of Operations Terrence Callaghan (24 Oct. only), Director of Bibliographic Information Services and Editor of the MLA International Bibliography Barbara Chen, Director of Programs and ADFL Nelly Furman, Managing Editor of MLA Publications and Director of Publishing Operations Judy Goulding, Director of Financial Operations Amilde Hadden, Director of Convention Programs Maribeth T. Kraus, Director of Research and ADE David Laurence, Director of Book Publications David G. Nicholls, and Assistant to the Executive Director and Coordinator of Governance Carol Zuses.

scholarly journals How a Public Relations Crisis Led to the Development of a Partnership Between Academics and Student Affairs to Enhance Student Success.

2020 ◽  
Vol 27 (2) ◽  
Author(s):  
Steven Smith ◽  
Tom Brophy ◽  
Adam Daniels
Keyword(s):  
Public Relations ◽  
Student Success ◽  
Student Affairs ◽  
Student Development ◽  
Management Plan ◽  
Development Theory ◽  
First Year ◽  
Strategic Enrollment Management ◽  
Student Development Theory ◽  
The University

In 2013, a public relations crisis led a mid-size university to reconsider the concept of student success on campus. Collaborations between Academic and Student Affairs leaders have resulted in important changes at the university. The university developed increased ability to support student success by investing in staff positions, exploring best practices to increase student success and retention, and implementing several initiatives including a first-year seminar pilot. Relying on data from national surveys, areas for improvement were identified. Underscoring all of these activities was a focus on student development theory, an increased understanding of institutional data, and a commitment to a comprehensive pan-institutional approach. Because the university has a lower than desired graduation rate (55%), several action teams were created to oversee various goals related to communications, year-long orientation experiences, and an academic anchor. Ultimately, this work has now reached the stage where a strategic enrollment management plan is under creation.

scholarly journals Policy Challenges with the Retirement of the Baby Boom Generation: An Interview with Mr. Bill Novelli, CEO of AARP

2007 ◽  
Vol 14 (1) ◽  
pp. 5
Author(s):  
Jessica A. Defenderfer ◽  
Scott A. Olson
Keyword(s):  
New York ◽  
Public Relations ◽  
Baby Boom ◽  
Vice President ◽  
University Of Pennsylvania ◽  
New York University ◽  
Doctoral Studies ◽  
Development Organization ◽  
Baby Boom Generation ◽  
Annenberg School

On March 23, 2007, Jessica A. Defenderfer and Scott A. Olson had the opportunity to sit down with AARP's CEO, Bill Novelli, to discuss the upcoming policy challenges associated with the retirement of the baby boom generation, the role of the U.S. government in addressing these policy needs, and the responsibility of AARP in crafting effective public policy. Bill Novelli joined AARP in January 2000 and currently serves as CEO. Prior to joining AARP, Mr. Novelli was President of the Campaign for Tobacco-Free Kids and, before that, was the Executive Vice President of CARE, the world's largest private relief and development organization. Earlier, Mr. Novelli co-founded and was President of Porter Novelli, now one of the world's largest public relations agencies and part of the Omnicom Group. He holds a B.A. from the University of Pennsylvania and an M.A. from Penn's Annenberg School for Communication. Mr. Novelli also pursued doctoral studies at New York University.

scholarly journals Editorial

2010 ◽  
Vol 1 (1) ◽  
pp. 1
Author(s):  
Jim Macnamara ◽  
Robert Crawford
Keyword(s):  
Public Relations ◽  
Digital Media ◽  
Political Communication ◽  
Theory And Practice ◽  
Public Communication ◽  
Ethical Practice ◽  
Holistic View ◽  
University Of Technology ◽  
The University

Welcome to the first issue of Public Communication Review. Borrowing an approach from journalism, it is appropriate in this first issue to briefly explain the who, what, where, when, why and how of this publication. Who and where? Public Communication Review is published by the Australian Centre for Public Communication (ACPC) at the University of Technology Sydney. Why? The Centre was established in 2002 to facilitate research in the field of public communication and to engage with industry and the professions through the dissemination of research and stimulation of debate on important issues, encouraging innovation, and promoting ethical practice. The ACPC is very much a result of UTS’ vision and goal to integrate theory and practice. Along with undertaking partnership and contract research, hosting seminars on key issues, and conducting short courses, the Centre decided that a quality journal is a key channel for achieving its objectives. When we asked the question ‘why launch another journal’, the members and the Advisory Board of the Australian Centre for Public Communication agreed that integration of theory and practice and our holistic view of the field of public communication fill a gap in the field. What? While recognising and respecting the specialist disciplinary fields of public relations, advertising, journalism and media studies, we use the title ‘public communication’ to draw focus to the interrelated and inter-dependent nature of a range of public communication practices. We define public communication as comprising advertising, public relations, organisational and corporate communication, and political communication including campaigns and engagement in the public sphere, as well as media communication generally. These practices are also closely inter-connected with journalism – albeit, sometimes in a tensioned relationship. We believe that this holistic view brings a new perspective and vantage point for exploring public communication. It recognises convergence and an increasing blurring of boundaries between practices of production, practices of distribution, and practices of consumption in the ‘Second Media Age’, and it facilitates discussion of common concerns and interests across practices of public communication. When? We intend to publish two issues a year. How? We have decided that Public Communication Review will be an e-journal as this allows research to be distributed more quickly than print publications and it enables the journal to respond to topical issues. Furthermore, it reflects the practices of the digital media age which are a focus of this journal. On behalf of the Centre and the University of Technology Sydney, I thank the distinguished scholars who have agreed to be members of the Editorial Board and welcome you to Public Communication Review.

Minutes of the MLA Executive Council

PMLA ◽  
2010 ◽  
Vol 125 (3) ◽  
pp. 858-866
Keyword(s):  
New York ◽  
Executive Director ◽  
Vice President ◽  
Information Services ◽  
Council Member ◽  
Executive Council ◽  
Staff Members ◽  
Bibliographic Information

The Council Met on 30-31 October 2009 at the MLA Office in New York. President Catherine Porter presided. The officers present were First Vice President Sidonie Smith, Second Vice President Russell A. Berman, and Executive Director Rosemary G. Feal. The Executive Council members present were Carlos J. Alonso, Charles Altieri, Sara Scott Armengot, Dorian F. Bell, Jennifer Crewe, Anne Ruggles Gere (30 Oct. only), Jane Harper, George Levine, Paula Rabinowitz, Lynne Tatlock, Alexandra K. Wettlaufer, and Kathleen Woodward. Executive Council member Francis Abiola Irele was absent. The MLA staff members present were Director of Operations Terrence Callaghan, Director of Bibliographic Information Services and Editor of the MLA International Bibliography Barbara Chen, Director of Programs and ADFL Nelly Furman, Managing Editor of MLA Publications and Director of Publishing Operations Judy Goulding, Director of Financial Operations Amilde Hadden (30 Oct. only), Director of Convention Programs Maribeth T. Kraus, Director of Research and ADE David Laurence, Director of Book Publications David G. Nicholls, and Assistant to the Executive Director and Coordinator of Governance Carol Zuses.

From Imperialism to Collaboration: How Do We Get There?

PMLA ◽  
2002 ◽  
Vol 117 (5) ◽  
pp. 1266-1271 ◽  
Author(s):  
Domna C. Stanton
Keyword(s):  
New York ◽  
Middle Ages ◽  
Magical Realism ◽  
Marie De France ◽  
First Year ◽  
University Of Michigan ◽  
English Only ◽  
Original Language ◽  
The University ◽  
First Year Seminar

I want to begin with some anecdotal facts:Item: a first-year seminar on multiethnicity in New York is taught at Barnard College only by the English faculty.Item: a senior seminar on epic and romance in the Middle Ages, announced in the fall 2002 offerings of the University of Michigan's English department, will include works by Chrétien de Troyes and Marie de France, but the only texts to be read in the original language are in Middle English.Item: a comparative literature course on modernism, magical realism, and postmodernism at the University of Michigan for fall 2002 will read texts by Proust, Kafka, Mann, Borges, García Márquez, Tekin, Calvino, and Pamuk in English only

scholarly journals Predictors of Ghanaian Language Students Choice of Programme: The Case of University of Education, Winneba

2018 ◽  
Vol 8 (2) ◽  
pp. 43
Author(s):  
Jonathan Kweku Dodoo ◽  
Dominic Kwaku Danso Mensah ◽  
Dandy George Dampson
Keyword(s):  
Qualitative Data ◽  
Sampling Technique ◽  
First Year ◽  
Staff Members ◽  
Significant Difference ◽  
Quantitative Results ◽  
Language Students ◽  
Institutional Reputation ◽  
The University ◽  
Academic Year

The main purpose of the study was to investigate the factors that are most influential in students’ enrolment in Ghanaian languages programme in the University of Education, Winneba. The study employed the mixed sequential explanatory design. A total of 200 first year Ghanaian Language students of 2016/2017 Academic Year and staff members of the University of Education, Winneba-Ajumako Campus students were chosen through stratified proportional sampling technique to obtain the quantitative results. The Dean and admission officer of the Faculty of Ghanaian Languages and 12 students were purposely sampled and interviewed for the qualitative data. Frequencies, percentages and Independent sample t-test were used to analyze the quantitative data whilst the qualitative data was analysed thematically. The findings of the study revealed that institutional reputation, course entry requirement, fee affordability and subject enhancing employability were considered very important factors in choosing Ghanaian language programme in UEW. The study found significant difference between the direct and mature students on course entry requirement, affordable fees and teachers as factors that affect their enrolment. It was recommended university authorities, faculty and administrative staff should ensure the reputation of the university as an institution for excellence is maintained by offering all stakeholders timely information on programme benefits, course entry requirement and fees schedules, financial aids and fee-payment policies.

IALL at 40

1999 ◽  
Vol 27 (1) ◽  
pp. 1-2
Author(s):  
Larry B. Wenger
Keyword(s):  
New York ◽  
International Law ◽  
International Association ◽  
Vice President ◽  
Law School ◽  
Legal Information ◽  
Legal Studies ◽  
History Of ◽  
New Association ◽  
The University

The appearance of this issue of the International Journal of Legal Information coincides almost exactly with the 40th anniversary of the founding of the International Association of Law Libraries. In June, 1959, a group of law librarians with long established personal interests in international law librarianship met in New York, with the goal of establishing an organization that would facilitate their work and bring law librarians around the world in closer contact. Professor William R. Roalfe of Northwestern University Law School in Chicago was elected the first President of the new Association, and Mr. K. Howard Drake of the Institute of Advanced Legal Studies, London, the Vice President. A report summarizing the organizational meeting was prepared by Adolf Sprudzs of the University of Chicago Law Library, who subsequently devoted much of his career to international law librarianship and particularly to the work of the Association, including serving two terms as its President (see appendix). For a recent history of the Association, please see the article by Mr. Sprudzs in The Law Librarian, volume 26 at page 321, 1995.

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