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For more infomation >> University Update: Biochemistry, University of Bath 1st Year!| Noo - Duration: 12:29.

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Przemek student vlog 1: introduction | Oxford Brookes University - Duration: 1:52.

Is it recording?

Hello everyone! Welcome to Oxford Brookes University.

My name is Przemek and I'm from Poland. I study Applied Languages in business specialization.

I chose this course because I'm passionate about languages

and this course enables me to apply gained knowledge of languages

into different areas of business like people management...

customer experience management, marketing and accounting.

Another reason why I chose this course

is because it offers opportunity to do a work placement during the third year.

So next year I will be spending in Spain or Uruguay and English-speaking country –

maybe Australia, USA or England.

I can honestly say that while I'm at Brookes, I usually find time for studying, socialising...

having fun and going out to Cowley and city centre, and playing football.

And I love the fact that atmosphere here is so unstressful

and atmosphere is friendly and enjoyable.

What surprised me at Brookes was that

academic advisors and tutors are always there to help.

They will try to support you as much as they can.

And when it comes to checking the essays before the deadlines –

your friends will definitely help you.

I'm not completely sure what I want to do in the future

but I'm really interested in advertising which is a part of marketing

so I hope that after my work placement I will define my future plans.

That's everything I wanted to share with you today.

See you in the next video!

It's not recording, is it?

For more infomation >> Przemek student vlog 1: introduction | Oxford Brookes University - Duration: 1:52.

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Yeshiva University's Graduate Program in Advanced Talmudic Studies (GPATS) - Duration: 5:56.

The women of GPATS are extremely impressive women.

They sit and they learn for two years in order to gain the knowledge

to then go out and help the Jewish community.

How many opportunities to do women get to learn all day, halacha and gemara?

I feel so lucky that I can be part of such a program.

GPATS is the only institution in North America

that allows women to learn Torah at such a high level.

I was so grateful to have the opportunity to come to GPATS,

to really develop my skills and get the confidence that I needed in order to start teaching.

Our students are the talmud teachers and Bible teachers in schools across North America.

Our students are those that study for the Yoetzet program.

Our students serve as educators in synagogues, on university campuses,

and serve as chaplains in hospitals.

And our students are playing roles as doctors in medicine, in business, as lawyers,

But they do so through the prism of the Torah values.

I really believe that it's important to study the Jewish perspective

before entering law school and learning about the American legal system.

We're motivated by the desire to learn Torah.

I love it. I love the challenge, and I just want more.

One of the defining characteristics of the Modern Orthodox community

is the value and importance that we place on the spiritual, religious, and intellectual worlds

of the women within our community.

In my opinion, GPATS is at the forefront of these efforts and these endeavors.

In December of 1977, Rabbi Soloveitchik gave one of the most important lectures

of the twentieth century, to the women at Stern College on talmud.

And I think that GPATS represents the continuation of the vision

that Rabbi Soloveitchik started with Stern College for Women.

It is a program that is renowned for preparing women

for communal roles in hashkafically appropriate models.

We're trying to not just create women scholars, but women leaders,

women role models, women that will really affect the greater world.

We live in an incredible era in Jewish history, when more people than ever before,

men and women, have greater access to talmud Torah at the highest levels.

In the morning, we learn gemara,

and you're analyzing the text, going over it, asking questions, trying to figure out insights.

Subsequent to that, we come together as part of shiur to think collectively

and to analyze together the material that they spent studying during morning seder.

In the afternoons we have halacha, which is also divided into seder and into shiur,

gaining our own skills, and then also using the faculty to help us improve our skills

and make sure we're going in the right direction.

Students also have the option of taking Azrieli classes,

which is YU's graduate program for Jewish education and administration,

and also Revel, which is a masters in either tanach or Jewish history,

Supplementing a lot of the different pieces of knowledge in other areas of Torah

with the learning that you're doing in the evenings at these other graduate programs.

We have an incredible faculty who are so talented, so sweet, such good people.

We are blessed in GPATS to have the cream of the crop available to us.

One of my goals in teaching halacha is for the students who come out of GPATS

to have an appreciation of the sophistication and the depth of learning

that's really necessary in order to understand

the halacha as we know it, and the halacha as we practice it.

We have internships where women go all over, to synagogues, to schools,

in order to use those skills in whatever career path they are going to take.

This year I am a community intern at Lincoln Square on the Upper West Side.

I work at Ramaz Upper School.

My GPATS internship in Chicago was wonderful.

I've really enjoyed giving shiurim to the community,

and really being a part of their Shabbat experience.

A year ago we hired Zissy Turner, who is a student at GPATS.

The community really enjoyed having a woman be able to give divrei Torah

on a recurring basis, which was really great.

One of the most beauitful things about GPATS

is that we're located right in the center of Stern College, in their Beit Midrash.

When I entered Stern, and go in and out of the Beit Midrash,

and see girls who were a few years older than me, sitting and dedicating years

to developing their learning skills, that was something that always drew me in.

We want students from Stern College to come over and ask questions to the GPATS students,

be a resource for them. That's part of the reason why we're sitting there.

There's no better place for there to be a program like GPATS than Yeshiva University,

that's able to bring the resources of a first class yeshiva,

and a first class tier one research university together to empower these women.

Our mission at Yeshiva University is to empower each of our students

to develop their unique talents in service to God.

More and more women have expressed interest in joining GPATS,

and we look forward to growing this extraordinary program

and extending its influence throughout our community.

It's not just about the two years of sitting and learning.

But it's also about, what are you gonna do with that learning?

The values that we are putting inside of our students

is to take this beautiful Torah that they've learned, and share it with the world.

I have learned to speak eloquently about things that I am passionate about,

I've learned how to be a role model for the Jewish community,

and I'm excited to take what I've learned at GPATS and be able to use it in the wider world.

For more infomation >> Yeshiva University's Graduate Program in Advanced Talmudic Studies (GPATS) - Duration: 5:56.

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Nathan Shedroff | Valuable Customer Relationships | Singularity University - Duration: 19:06.

(music)

- Does your company have a blind spot?

In their new book called "Blind Spot" Nathan Shedroff and

his co-author's say that many companies are missing

huge business opportunities because they focus too much

on the quantitative side.

You know, the numbers.

But the qualitative side is equally, if not more, important.

The doorway to understanding and developing qualitative

value is called design thinking.

- Can you tell us a little bit about why design is

so important for organizations?

- Yeah, I'm certainly one to say that all of business people

should be creative and all parts of business

should be creative, but obviously design is commonly

recognized as sort of a creative discipline.

And I think it's that way because design employs certain

kind of processes and accentuates certain kinds of

perspectives in it's arc of development that leads

participants, whether they're classic designers or not,

leads people to new opportunities.

So at it's core, design is a process to see new things,

see new opportunities, understand the context that our

customers are in or our stakeholders are in and then

take that new perspective and make new things out of them.

- Who do you think is doing design well these days?

- Well there's the usual suspects,

you know Apple, Target, Nike, etc.

And I rattle them off because design isn't just a

department, design is core to the strategy

of the entire company.

It's part of their corporate strategy to make design

important, in terms of the implementation, but to use

design tools to understand their markets, their competition,

their customers, etc.

I think that really if you look at any successful company

that has a big brand, well known brand, or is able to charge

a lot more than their competitors for some reason,

usually design is one of the reasons, if not the reason

why they're in the position to do so.

Because design is a set of processes that accentuate

qualitative value.

You pair that with traditional business tools that are

really good at measuring quantitative value and you put

those two together then you have a complete picture of

opportunity, of customer need and of how you can approach

the market and build better products and services.

The last 50 years of business education and business

practice has sort of relegated anything that's qualitative

off to the side because it's messy and it's hard to deal

with and you can't attribute numbers to it and therefore

if you can't measure it you can't manage it.

Right? That's the old phrase.

And what we've done in the process of that is design out

everything that's important about a brand, about a

relationship with customers and truly the best value

that's out there.

If you go to a board meeting and you look through the

financials of the company design isn't anywhere there.

Right?

Design is sort of this nice thing that's been

added at the end.

And design-

The companies that you mentioned they don't

approach design that way.

Design is an intrical part of the strategy and a partner

in this strategy.

It's not just this sort of thing that's off to the side.

And I think that what that does for a company is it allows

them to create better relationships with their customers,

with their partners, with other stakeholders, even with

their employees.

And relationships are where all the value is, if you don't

have good relationships you don't get good value,

end of story.

- I love that you talk about design as a discipline, as

something that cascades throughout the entire organization.

That a designer is not tasked with making things beautiful,

necessarily, or even creating something that they want,

but they have a responsibility for understanding who is

using the product or service.

Which is a much wider definition than I think we think of.

- There's really two kinds of things that we mean when we

say design.

One are the design disciplines; fashion design, interaction

design, graphic design, industrial design.

There's disciplines around the implementation

of good design.

And then there's this thing called design thinking, which of

course we've heard a lot about in the last decade, design

thinking is about process.

And anyone can be a design thinker.

So the design thinking process is about

understanding others needs.

So I think of design as a designer more as a conductor.

You're conducting all of these many choices,

all of these notes, you're trying to build a symphony,

not for yourself, you're trying to build it for some

audience, that you care deeply has the experience you want

them to have.

- Absolutely and that that in and of itself is the

driver of growth.

- Yeah

And so when we think about innovations so often we go to,

well how can technology fuel my innovation strategy?

- And technology is an incredible enabler and we're

literally in the center of Silicon Valley right this moment.

But the dirty little secret of Silicon Valley is that

probably 90%, or more of every start-up has failed.

And it's usually not because it's poorly engineered,

it's usually because it's cool but nobody really needs it

or wants it.

If you want to be successful in business, yeah you have to

be, you pay attention to the technology and what it enables

you to do, but you also have to do it in the service of

some sort of customer or market need.

Or else you better be a non-profit.

- I want to go back to this notion of design being a

discipline that we can learn.

So you, about 10 years ago, had an idea to start a very new

kind of graduate school, this MBA in design strategy housed

in a 100-year old art school in San Francisco.

Can you talk a little bit about how you got this idea, that

A we needed a different kind of business education and that

business education needed to have more tenace of an arts

and crafts model of learning, rather than how we typically

think about business, leadership and business education.

- Quite frankly having been to business school, I feel like

I can be a little bit critical here.

I think business schools are stuck in the '80's in terms

of their curriculum and their pedagogy, how they teach, but

especially what they teach.

And it all needs to be updated for the 21st century,

here we are 17 years into the 21st century, we're still

teaching, in a surprising number of MBA programs, if not

the tools from two and three decades ago,

certainly the philosophies from two or three decades ago.

And I got an opportunity that none of my colleagues

got to do, we got to make an MBA program from scratch for

the 21st century, and it was easy to integrate, at the core,

things like sustainability in systems thinking, design

thinking and innovation strategies, new approaches to

leadership, new understandings of what the role of business

should be in the first place in a society in the

21st century.

- It's more like mastering business ambiguity than mastering

business administration.

Which really speaks to what you were saying,

the kinds of business problems that we're facing these days

are much more about solving novel problems that are filled

with ambiguity, complexity and uncertainty, very

different than, as you said, the old models of just applying

some tools that help you analyze the problem.

- Part of the fact that this MBA program lives in a art and

design school, and part of the reason why it's called an

MBA in design strategy, is that we take a designer-ly

approach to business and one of the things that comes out

of a design studio is that you learn by doing.

So we have very few cases, we don't read a lot of books,

we throw our students into situations over and over in

design processes.

So it's just second nature to use these processes and these

tools to apply to different kinds of opportunities.

That learning by doing is really important.

- I want to build on that a little bit, can you tell us

about some specific skills that designers might have or even

that the students learn?

So, for example, they're not looking for questions that are

just trying to converge to an answer, but they're willing to

ask the open-ended, more purpose driven questions that try

to get to a different place.

- So you're talking about qualitative research right?

- Yes

- And that's critical because if you don't look at things in

new ways, there's no way that you're going to come up with

new opportunities.

So that kind of expansive divergent thinking and research,

inquiry into the world, is where a lot of the raw materials

come for the next phase that's so important,

which is reframing.

This is the hardest thing for traditional business people

to do.

Reframing is all about saying "wow when we were out in the

field, we didn't see what we though we would see, we saw all

this other stuff."

And that causes you necessarily to question whether the

frame you have, the understanding of the market you have, is

the right one, and chances are there's a better one that

leads you to new opportunities.

That's where the ambiguity is, if you're not comfortable

with that ambiguity, if you're not comfortable going back to

your boss and saying "I know you asked us to do this, but we

found that that's not really a good question, but we found a

better question that we think will lead us in other places."

Takes a certain amount of courage.

So that shift, that reframing is what designs all about.

Designer's tend to be fairly comfortable doing that.

- Well I wonder if you could maybe give us an example of it

in action?

- I'll give you a semi-hypothetical example, let's say Ford

automobile company, car and truck company, their frame is

we're a car and truck company, that's what we make, that's

what we sell.

But we know now a days that that model is changing

drastically because of services like, well certainly rental

cars for decades, but now we have car-share, now we have

ride-share.

People aren't buying as many cars, so if they stick to that

frame they're in trouble.

The opportunity here is to reframe themselves and say we'll

maybe we're not just a car and truck company, maybe we're a

transportation company and that affords us different kinds

of opportunities, new opportunities.

That may mean that they get into new businesses, they

redesign their products to be appropriate to those uses,

they create new services, and maybe they start investing in

ride-sharing companies and car-share companies and autonomy

and other kinds of things that aren't maybe about just

selling more cars and trucks.

Then you have a company like Tesla come along and say "Well

we're not a car company at all, even though we make cars,

we're a transportation experience company and the software

is as important, if not more important than the hardware

is." Right?

And now they can do things that no car company in the

world's ever been able to do, update your car while you

sleep, right?

They can do things because they have a different frame of

what their intersection with the market is.

Some day maybe they'll have to reframe too.

So does qualitative research that allows you to reframe

from that on in it's prototype and iterate until you feel

like you're close enough to maybe launch something.

- So we talk a lot about learning by doing, rapid cycles of

iteration, feedback and design but actually learning how to

give and receive constructive critique is a skill in and of

itself.

Can you talk a little bit about what you've seen work well

when it comes to productive critique?

- Well I don't think unfortunately, even for designers,

we're never taught how to critique well.

We just go through enough critiques that we sort of get used

to it, and you kind of feel your way around.

But it's certainly a learnable skill,

it's a teachable skill.

Part of the importance of critique is to learn to

disassociate yourself from the work.

I made this work, or we made this work, but any reflection,

any critique or criticism about the work isn't necessarily

a reflection of me, it's a reflection of where the work is

in this moment.

I want input from all over because there are people who

understand and see the world in ways that I just can't

and they're going to see things that aren't there, and

that's a good thing, not a criticism of me, it's a good

thing because they're here to make this thing that I care

about better in some way that I can't do myself.

Why wouldn't you want that, right?

But you have to reframe it for yourself that this isn't

about my worth as a human or my skills as a professional and

my responsibility isn't to do it all by myself.

- I think people don't realize it takes time to learn how to

work with other people that are different than you-

- Yeah.

- That have different skills, different background, and to

use what they can give you, in essence, as a gift.

- Well and to recognize that your skills are needed in some

of these parts, but where you're particularly strong isn't

necessarily needed at all times, right?

- Alright. I want to turn a little bit-

- Okay.

- ... To your latest book that you wrote called Blind Spot.

Which zeros in on those qualitative qualities that you

talked about earlier.

And you talk about it as premium value.

- Yeah.

- That there are some organizations, like Disney for example

that have really understood and built into their way of

operating, of innovating, to focus on the customer

relationship.

So tell us a little bit about Blind Spot, and how you even

came up with the term blind spot to describe this thing

that is often invisible to many, but so critical to driving

innovation and growth.

- Well I think this is the logical outcome of my personal

experience in design and business and Steve and Sean's

experience in their professional lives where we work with

companies as consultants or inside companies and we're not

having the right conversations.

The numbers are never the story, the really important parts

of the story, they back up the story, but the story is

elsewhere.

And if all you do is looking and measuring at the numbers,

the functional value and the financial value, you miss the

rest of the story.

There's all the stuff you can't measure like emotions and

identity and meaning that gets ignored, that we don't see

because it's literally not in the books of the company.

When you have a financial report that qualitative stuff,

the rest of the story, it's not being told at all.

So it's really easy for business people to be blind to it,

or to just ignore it all together.

Even though they have a little voice in the back of their

head that says "I think there's something else here."

- Yes.

- It's those people that listen to that voice that are able

to see new opportunities.

- And to your point of how designers see the world, if you

make visible those things like identity, meaning and emotion

then they become a different part of the equation of how you

think about your organization.

- As anyone in business should know, you're creating a story

with your customers.

It's not unlike a screen play, right?

Your audience is going on a journey and you want them to

feel certain things and then you want to surprise them, it's

okay if they maybe are a little confused, 'cause then the

elation of understanding what's going on

and being filled in.

That's a journey that is emotional.

And when you do that really well it's very satisfying.

Music is the same way, like symphonic music, you're taking

people on a musical journey but it plays to them at the

level of emotions and a couple other qualitative values.

Well if you can design that relationship that's it, that's

everything you're doing, that's what every company in the

world should be doing, design the relationship.

You're not designing the product, you're not designing the

service flow, it's not like a user journey.

You're designing a relationship for whatever period of time,

including a lifetime relationship.

- Yes.

- Which Disney sits and thinks about how are we engaging

people from three all the way up to 90, that's part of

their strategy.

- Absolutely, and I just love how you bring Disney into the

book, as a kid I was fascinated with Disney and I read as

much as I could about it.

And one of the most amazing, small things I remember

learning was how they don't let their characters in their

theme parks be visible out of costume-

- Yeah.

- ... To the guests.

And that attention to detail that once you break that

narrative, once you break that wave line, where as a child

you see a character that might have their mask off it takes

away the magic, and Disney is all about magic.

- And there's only one in the park at once, like they time

the replacement Mickey Mouse to come up right as the current

Mickey Mouse goes away, so there's never more than one

Mickey Mouse, right?

And Disney's incredible at this.

They train all of their park personnel, everyone in the park

from a character, someone playing a character, to a waitress

or a server, to the janitor has what they call character

training, and this does a really powerful thing.

It means that any Disney employee is empowered to reset the

relationship.

Someone drops their ice cream cone there are people around,

they're off the wave line now, right?

They're out of the narrative, so there are people empowered

to get that child back on the narrative.

Something bad happens, somethings not quite right, everyone

in the park is empowered to help people get back on the wave

line, get back on the relationship that they've designed.

That's incredibly powerful.

One of the biggest misnomers in business is that they think

that they're in a certain kind of class, we're a product

company, we're a service company, those companies over there

like Disney or whatever, they're an experience company.

What they don't realize is all there is are experience

companies.

Every company, every organization creates experiences, you

don't think you're an experience company means you're

probably creating really crappy experiences 'cause you're

not paying attention to it.

The qualitative value is probably more important than the

quantitative value, we certainly see that in cases of

start ups being sold, like Instagram being sold to Facebook

for this ridiculous extra billion dollars at the time,

seemed ridiculous, now it looks like a bargain, right?

Or when companies go public and they have this huge amount

of value, that's the qualitative value that's doing that,

it's not the quantitative value.

But that value only gets exchanged in the context of a

relationship.

No relationships, no value, period.

So everyone's in the relationship business whether they

think they are or not, whether they're paying attention to

their relationships or not.

And then lastly there's the experience, because you can't

have a relationship without some kind of experience.

So every business is in the relationship business and the

experience business.

It's not just special categories of companies.

(Whoosh)

For more infomation >> Nathan Shedroff | Valuable Customer Relationships | Singularity University - Duration: 19:06.

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Nathan Shedroff | Design Strategy | Singularity University - Duration: 2:54.

- Who do you think is doing design well these days?

- Well, I mean, there's the usual suspects,

Apple, Target, Nike, et cetera.

And I rattle them off because

design isn't just a department,

design is core to the strategy of the entire company.

It's part of their corporate strategy

to make design important, in terms of the implementation,

but to use design tools to understand their markets,

their competition, their customers et cetera.

I think that really if you look at any successful company

that has a big brand, a well known brand,

or is able to charge a lot more than

their competitors for some reason

usually design is one of the reasons, if not the reason

why they're in the position to do so.

Because design is a set of processes

that accentuate qualitative value,

you pair that with traditional business tools

that are really good at measuring quantitative value,

and you put those two together,

then you have a complete picture of opportunity,

of customer need, and of, you know, how you can approach

the market and build better products and services.

Design and that's one aspect of understanding

the qualitative side of business and of life,

pairs really well to the quantitative side

but it's been missing in most companies.

For the last 50 years of business education

and business practice has relegated anything

that's qualitative off to the side because it's messy

and it's hard to deal with, and you can't

attribute numbers to it, and therefore

if you can't measure it you can't manage it, right?

That's the old phrase.

And what we've done in the process of that is design out

everything that's important about a brand,

about a relationship with customers,

and truly the best value that's out there.

So it's not like we haven't been doing design all along

but it's been done in this sort of ad hoc,

intuitive, and sometimes accidental way.

Because if you go to a board meeting

and you look through the financials of the company

design isn't anywhere there, right?

Design is sort of this nice thing

that's been added at the end.

And design, the companies that you mentioned

they don't approach design that way,

design is an integral part of the strategy,

and a partner in the strategy.

It's not just this thing that's off to the side.

And I think that what that does for a company

is it allows them to create better relationships

with their customers, with their partners,

with other stakeholders, even with their employees.

And relationships are where all the value is,

if you don't have good relationships

you don't get good value, end of story.

So design is important now, or becoming more important again

because it's that thing that's been missing

that super charges the rest of the company.

For more infomation >> Nathan Shedroff | Design Strategy | Singularity University - Duration: 2:54.

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[ENGSUB] 2010年 李易峰 大学毕业受访 Li Yifeng University Graduation Interview - Duration: 0:58.

Now you should be their role model,

before the graduation you're already popular, famous.

A lot of students consider you to be the example,

taking part in various competitions.

In that way, have you told your successful experience to them?

Actually, I'm very lucky.

Taking part in competition and letting a lot of people to know me.

Then...

I think my fellow students in school are all very great.

Actually, it's just that they have different opportunities.

If they have the opportunity to grasp,

I believe they will definitely be a lot better,

more successful than me.

Then... as a graduate

that has graduated, within the music industry,

and a student that still has not graduated, within the music industry,

what is the difference?

Oh, this contrary, you bring it up to me.

I think I should write a song,

ah about...

a song about attitude change before and after graduation.

Then, from then on,

can invade the campus better.

For more infomation >> [ENGSUB] 2010年 李易峰 大学毕业受访 Li Yifeng University Graduation Interview - Duration: 0:58.

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Auburn University SLP Master's 2018: Kim Fleck [turn on CC] - Duration: 1:01.

Hello, My name is Kim Fleck

SLP's are important because they give people the skills to communicate

their wants, needs and feelings

People can talk with their family and friends...

and ask how their day was

SLP's help children tell stories

ask for help

say a person's name

or learn how to make friends

SLP's don't just teach people to talk

they do much more

They teach children how to sign

use technology

or write to say what they want

Total Communication

They give people a voice

so others accept them

War Eagle!

For more infomation >> Auburn University SLP Master's 2018: Kim Fleck [turn on CC] - Duration: 1:01.

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Clemson University graduate students protest tax bill - Duration: 3:17.

For more infomation >> Clemson University graduate students protest tax bill - Duration: 3:17.

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Mountain States launches Baby Box University to help babies get much-needed sleep - Duration: 0:55.

For more infomation >> Mountain States launches Baby Box University to help babies get much-needed sleep - Duration: 0:55.

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Achieve excellence at Arizona State University (ASU) - Duration: 0:33.

A top world university.

#1 in the U.S. for innovation

#5 in the U.S. for producing the best-qualified graduates

For more infomation >> Achieve excellence at Arizona State University (ASU) - Duration: 0:33.

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Preliminary Hearing Held For Man Accused Of Killing Temple University Student, Dumping Body In Pocon - Duration: 2:19.

For more infomation >> Preliminary Hearing Held For Man Accused Of Killing Temple University Student, Dumping Body In Pocon - Duration: 2:19.

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The Inauguration of A. Gabriel Esteban, Ph.D. as the 12th president of DePaul University - Duration: 1:15:44.

(Symphony Orchestra)

>> LISA PORTES: Please be seated.

(Voices of DePaul)

>> MALE SPEAKER: I applied to DePaul but

I didn't think I was going to get in.

>> MALE SPEAKER: I wanted to live in the city.

>> FEMALE SPEAKER: I wanted to get out of the suburbs.

>> FEMALE SPEAKER: I wanted the go to America.

>> MALE SPEAKER: I heard about a support for Veterans.

>> MALE SPEAKER: It's where my father went.

>> FEMALE SPEAKER: My daughter was taking classes so I thought

I would give it a try.

>> FEMALE SPEAKER: I didn't know about the mission.

>> MALE SPEAKER: I came here for the dorms.

>> FEMALE SPEAKER: The city.

>> ALL: The opportunities.

>> FEMALE SPEAKER: But then my friend --

>> MALE SPEAKER: My professor --

>> MALE SPEAKER: And my RA --

>> FEMALE SPEAKER: Asked the question --

>> ALL: What must be done?

>> FEMALE SPEAKER: The question Saint Vincent asked.

>> FEMALE SPEAKER: It made me think.

>> MALE SPEAKER: I didn't know college would make me think.

>> FEMALE SPEAKER: I stopped to look around --

>> MALE SPEAKER: At this city I had come to --

>> FEMALE SPEAKER: At the world around me --

>> ALL: What must be done?

>> FEMALE SPEAKER: It wasn't why I'd come here --

>> MALE SPEAKER: But I think that's why I stayed.

>> BAMSHAD MOBASHER: Your Eminence, Dr. Esteban, Father

Holtschneider, Father Richardson, members of the Board

of Trustees, Life Trustees, Members of the Corporation,

Vincentian Fathers and Brothers, faculty, staff, students,

administration, alumni and friends of DePaul, good

afternoon and welcome.

I am Bamshad Mobasher, Professor of Computer Science and

President of DePaul University's Faculty Council.

I will be serving as the University Marshal for this

afternoon's celebration: The inauguration of Dr. A.

Gabriel Esteban as the twelfth president of the university.

(Applause)

Now please welcome our host for these proceedings,

Lisa Portes, Professor and Head of Directing at The Theatre

School. (Applause)

>> LISA PORTES: Hello and good afternoon.

To begin our celebration, the DePaul Symphony Orchestra

conducted by the School of Music's Cliff Colnot will

present a special medley arranged for the occasion by

Mr. Colnot that honors DePaul's international connections and

the many ways diversity defines and strengthens us.

(Symphony Orchestra)

(Applause)

>> LISA PORTES: Please rise and welcome His Eminence Cardinal

Blase Cupich, Archbishop of Chicago who will offer

the invocation.

>> CARDINAL BLASE CUPICH: The Kingdom of Heaven is like a

mustard seed which the sower took and sowed in his field.

It is the smallest of all the seeds yet when it is fully grown

it is larger than the garden plants and becomes a tree so

that the birds of the air come and nest in its branches.

We give thanks and praise to you oh Lord for revealing your

presence and action in the world as we witness the growth of the

seed planted by St. Vincent DePaul four centuries ago and

which now is the vigorous tree of Vincentian works for the

poor, for the immigrant, for those thirsting for education

and eager to be of service.

This day, that great tree sprouts new life.

As DePaul University welcomes a new leader, Dr. Gabriel Esteban,

he takes up his task as one who has learned the ways of a

pilgrim, always walking with others, patient of each other's

pace, respectful of their needs, humble enough to ask for

directions and hopeful enough to keep moving forward no matter

the bends in the road or the unevenness of the path.

These are all graces he has received and which he values

even more than the impressive record of professional learning

and experience that he has achieved.

So we ask you Lord this day to grace this new growth as you did

the first planting.

Bless the students whose personal sacrifices for a

quality education are matched by dedicated and committed faculty,

administration and benefactors.

Bless the congregation of the mission who keep alive the

inspiration of their founder so that this diverse community of

gifted students may always appreciate that their education

should benefit not only themselves but their community,

city, nation and yes the world.

Bless the poor on this world day of the poor on which Pope

Francis reminds us that we must do more than meet their needs

but make encountering them and sharing life with them a way of

life for love has no alibi.

Bless Dr. Gabriel Esteban and his dear wife Josephine and

their family with your constant health and the love and support

of the DePaul family who welcome a new leader this day as a

fellow pilgrim who is humble and hopeful, patient, preserving,

gifted in grace.

The Kingdom of God is like the planting of the smallest seed

that grows into a mighty tree and today we praise you Lord for

once again revealing to us that the Kingdom of God is in

our midst.

We make this prayer in Jesus' name. Amen.

Please be seated.

(Voices of DePaul)

>> MALE SPEAKER: What must be done?

>> FEMALE SPEAKER: St. Vincent asked.

>> MALE SPEAKER: But then I heard the harder question.

>> MALE SPEAKER: What must I do?

>> MALE SPEAKER: When I was a freshman I took a discover

Chicago class.

>> FEMALE SPEAKER: We had immersion week before the school

year started.

>> FEMALE SPEAKER: We met every day, all day.

>> MALE SPEAKER: For a week.

>> FEMALE SPEAKER: Our classes traveled all over the city.

>> MALE SPEAKER: Museums.

>> MALE SPEAKER: Parks.

>> FEMALE SPEAKER: Historical sites.

>> MALE SPEAKER: Neighborhoods I'd never heard of.

>> FEMALE SPEAKER: I got really comfortable getting around

the city.

>> MALE SPEAKER: The CTA.

>> MALE SPEAKER: I learned how to use my U-pass.

>> FEMALE SPEAKER: After immersion week all the discover

classes had New Student Service Day.

>> FEMALE SPEAKER: There were hundreds of us gathered in

the gym.

>> FEMALE SPEAKER: And then we all spread out.

>> MALE SPEAKER: On the 'L', on the buses, we spread out all

over Chicago.

>> FEMALE SPEAKER: And we went to our site.

It was just our class and then we split up into groups.

There were three of us.

>> FEMALE SPEAKER: We painted a wall.

>> FEMALE SPEAKER: It didn't seem like much.

>> FEMALE SPEAKER: But then that afternoon they posted a picture

of the wall on Facebook excited to welcome their clients to

their new lobby and that's when I realized that service didn't

mean doing big things.

>> FEMALE SPEAKER: It meant doing what we could.

>> FEMALE SPEAKER: What each one of us could do.

>> MALE SPEAKER: My classes at DePaul made me think beyond

myself, beyond my experience of the world.

>> FEMALE SPEAKER: My program placed me in an internship with

Refugee One where I got to help new refugees prepare to enter

the American workforce.

>> MALE SPEAKER: I volunteered with The Mission Continues

working with other Veterans to support our communities.

>> FEMALE SPEAKER: Tuesday nights I tutor for patients at

Lurie Children's Hospital, just three stops from the Lincoln

Park campus on the Red Line.

>> MALE SPEAKER: I volunteer at the Cities Mentor Project where

I help my mentee succeed in school and in life.

>> MALE SPEAKER: I didn't realize how passionate I was

about education until after my first service immersion trip.

I spent a week helping underserved classrooms in

Mississippi in December and in Kentucky during spring break.

>> FEMALE SPEAKER: My experience at DePaul helped me understand

how to answer what must I do with what I can do.

>> LISA PORTES: At this time I am pleased to introduce James T.

Ryan, Chair of DePaul University's Board of Trustees.

(Applause)

>> JAMES RYAN: Good afternoon.

On behalf of the Board of Trustees and all that is DePaul

University, greetings.

Thank you for gathering in witness of this transition

of leadership.

In its 120-year history, DePaul University has benefited from

the dedicated and visionary leadership of its 11 presidents.

Each presided over changes that have made today's DePaul an

exemplar of the promise of Catholic higher education in the

United States.

Beautiful new facilities, staff dedicated to student success,

abundant use of the latest technologies and pedagogies and

a superb faculty.

Our curriculum includes innovative programs never

dreamed of even in the last decade which confirms that

DePaul welcomes change.

We should be mindful however that our obligation is not to

this moment.

Rather our thoughts must be focused on the larger vision of

the unique Catholic, Vincentian and urban mission that we are

dedicated to perpetuate.

Open, inclusive, and diverse.

DePaul University shall remain faithful to providing access and

attainment to a quality education that benefits not only

the students who receive it but the entire community, nation

and world.

We appreciate you joining us at this inauguration and welcome

your participation in support of our new president Dr. A.

Gabriel Esteban as he forges new strategies that will chart

DePaul's future as a Catholic University in the tradition of

St. Vincent.

(Applause)

(Voices of DePaul)

>> FEMALE SPEAKER: In high school they make college

sound intimidating.

>> MALE SPEAKER: Terrifying.

>> MALE SPEAKER: Impossible.

>> MALE SPEAKER: Lonely.

>> MALE SPEAKER: I learned so many possible ways that I

could fail.

>> FEMALE SPEAKER: But what must I do?

>> ALL: To succeed.

>> MALE SPEAKER: Your homework.

>> FEMALE SPEAKER: My father told me.

>> FEMALE SPEAKER: Your homework.

>> FEMALE SPEAKER: My daughter reminded me.

>> MALE SPEAKER: But at DePaul I found that when I needed help I

could ask St. Vincent's next question.

>> MALE SPEAKER: What must you do?

>> FEMALE SPEAKER: And someone would answer.

>> FEMALE SPEAKER: I think that I will have to tear a strip off

of my diploma and share it with all the fellows at the

Writing Center.

>> MALE SPEAKER: The job I got at the library kept me

from starving.

>> MALE SPEAKER: My group counseling sessions help me

figure out how to manage my stress and get my homework done.

>> MALE SPEAKER: When I left the military, I did not feel

prepared to successfully transition to student or

civilian life.

I was having personal problems and I dropped out of DePaul.

The faculty stayed in touch with me and connected me with the

Department of Adult Veteran and Commuter Student Affairs.

When I became homeless they helped me find a place to live.

Then I was able to return to school.

>> FEMALE SPEAKER: After my father was laid off I was so

nervous to talk to Financial Aid but they found a way for me to

stay in school until I could graduate.

>> MALE SPEAKER: Dr. Pando in Physics encouraged me to get

involved with the Society for the Advancement of

Chicanos/Hispanics and Native Americans in Science.

That's SACNAS.

He convinced me that I could make a contribution.

I eventually became the president of SACNAS and helped

establish the first Women of STEM Program.

The SACNAS Executive Board used to be ninety percent male.

Now half of the Board are women.

I am proud to have helped that happen.

I didn't come from a great neighborhood and there weren't

very many people around that actually thought I could

accomplish anything.

But I was curious about the world and that's why I

love science.

I lived with my grandfather at the time and he believed in me

but he passed away when I was 15 and I moved in with a cousin.

I had to work to pay for rent and bills and when I was 20 I

was working three jobs just to make ends meet.

On Christmas Eve, on my way home from work I was hit by a car.

I was in the hospital for four months just laid up.

When I got out I thought more must be possible from life so I

earned a certificate in polysomnography and I worked

full-time at a sleep clinic and went to community college.

When I was almost done with community college I started

applying to four year programs, four year universities, and I

emailed all the Chairs of the Physics Programs and I asked

them questions about their opportunities and

their programs.

Dr. Pando from DePaul was the only professor who responded to

me personally.

Dr. Pando is the reason why I'm going to DePaul, why I'm doing

research, why I'm applying to get my PhD program.

What you do at DePaul, that's what must be done.

>> LISA PORTES: Four hundred years ago St. Vincent DePaul

founded the Congregation of the Mission in France to follow the

example of Jesus Christ in honoring human dignity and in

serving urgent human needs, especially for people who are

poor and marginalized.

The Vincentians carried this mission across the ocean 200

years ago and quickly focused their efforts on providing

educational opportunities.

Today the Vincentians longstanding commitment to

higher education continues as an equalizer and an engine for

social change in three remarkable American

universities; DePaul and St. John's and Niagara

Universities in New York.

Please welcome the Reverend James J.

Maher of the Congregation of the Mission, President of Niagara

University and a member of DePaul's Board of Trustees who

will share a message on behalf of our Vincentian sister

institutions in the United States.

(Applause)

>> REVEREND JAMES MAHER: Thank you.

I begin by thanking you for the honor and the privilege of

addressing this assembly on this most special day.

I am joined by the President of St. John's University Dr. Bobby

Gempesaw and together we share what it is along now with

Dr. Esteban to be a president of a Catholic and a

Vincentian University.

At the heart of the celebration of today is the recognition of

the gift of DePaul University.

The wonders of our students, our faculty, our administration, our

staff, our trustees and our alumni who offer such exemplary

teaching, research, service and resources to the city of

Chicago, to the state of Illinois, to our country and

our world.

My reflections today begin with the fundamental insight of

Vincentian Confrere Father Andre Dodin, scholar and Vincentian.

He offers three fundamental insights into the life of

St. Vincent DePaul.

First, life expands through action.

As St. Vincent would say in his conferences to the Confreres

action is our entire task.

Second, life and action receive their depth through

truth and faith.

Third, a life lived in faith must grow and adapt.

In my experience, Dodin's words ring true not only in the works

of St. Vincent but in his way, which was shaped by action,

faith, seeking truth and adaptability.

As you well know Gabriel, your presidency will be challenged in

ways that are foreseen and those that remain unforeseen.

Remember the way of St. Vincent and put all things in

God's providence.

These are incredibly challenging times for our nation and for

higher education.

Yet in these times we often look to people who have walked the

path of challenge.

I offer the role model of Blessed Fredrick Ozanam of 19th

century France.

He entered the way of St. Vincent as a student.

He encountered the divine service of Sister Rosalie Rendu

who regarded the poor and the marginalized as her masters

and lords.

As her pupil, he learned that lesson well, growing into the

way of St. Vincent as a community activist, an advocate

for the poor, as an intellectual with a passionate love of

literature and as a lawyer who believed in justice.

He straddled the world of the church, the monarchy,

intellectual life, activism.

For all of these worlds he was never fully welcomed in any of

them to make his home yet he pursued truth, beauty, faith,

justice and love.

In his life Ozanam never gave in to simplistic formulations of

ideology and division.

Seeking always to be a person who embodied and created unity,

bringing people together, reminding them of their

common humanity.

In the days ahead, look to Fredrick Ozanam who found unity

within his own interior life and offered the balm of unity as a

healer and a reconciler.

As presidents, we must continually ask how do we bring

people together, calling them and challenging them to seek

unity as Blessed Fredrick did.

Finally, look to the spirituality of

St. Vincent DePaul.

As the author Bernard Pujo writes, St. Vincent left us

neither a learned treatise nor a body of doctrine, only the

little volume of his Rule, a brief synthesis of

his spirituality.

St. Vincent was content to lay out a road, to clear the paths,

inviting his followers to continue the charitable works

which he had begun.

He opened the doors of the Catholic Church, teaching clergy

to work and to learn from laity.

Among the first who dared to value the contribution of women

and life and ministry, he was an initiator of his assistance to

abandoned children, to prisoners, to victims of

catastrophe, to refugees and house bound invalids.

He was a precursor, showing the way which is still followed

today by institutions and governmental departments of

Social Services.

St. Vincent taught us the ultimate lesson that true

charity does not consist only of distributing alms but of helping

the abject to regain their dignity and their independence.

Gabriel, make this the corner of your spirituality as president

and may God bless you with many happy and fulfilling years as

president of this wonderful institution we call DePaul

University. God bless you.

(Applause)

(Ensemble)

(Applause)

(Voices of DePaul)

>> FEMALE SPEAKER: I think that your dreams are not just your

own dreams but dreams collectively of the people who

support you so for me it was not only my dream but also my

parent's dream to see me go to a world class college.

>> FEMALE SPEAKER: This is what I dreamed for my daughter to go

to a great school, receive a top-notch education, have strong

values and care about people.

I delayed my dreams for her but DePaul has provided the

opportunity for both of us to pursue our dreams.

>> FEMALE SPEAKER: And the dreams of my professors, my

peers, of the donors who provided me with scholarships.

Their dreams made my dreams possible.

>> ALL: What must we do?

>> FEMALE SPEAKER: When my grandfather went to DePaul, most

of the students here were first and second generation.

Most of them were the first in their families to go to college.

Most of them were from the south side and west side of Chicago

and from the region.

>> FEMALE SPEAKER: Most of them were Polish American, Irish

American and Italian American.

>> MALE SPEAKER: Lots of my friends today are also the first

in their families to go to college.

>> MALE SPEAKER: But now they're Honduran American.

They're Mexican American.

They're Arab American.

>> FEMALE SPEAKER: They're from the south side and from the west

side and from all over the world.

>> FEMALE SPEAKER: Walking around the campus you see people

who don't look like you, who don't talk like you, who don't

believe the same things that you believe and that's a great thing

because you're able to grow as a person.

>> MALE SPEAKER: When you get inside the classroom you get to

hear different ideas from different backgrounds and that

helps me expand my understanding of whatever it is

we're talking about.

>> MALE SPEAKER: DePaul changed me.

>> FEMALE SPEAKER: My degree, just icing on the cake.

>> MALE SPEAKER: DePaul lives out its mission of helping

others and that's something I'm really trying to incorporate in

my life.

>> MALE SPEAKER: When I finished my degree in health education I

want to be an advocate for all Veterans but in particular for

Latino Veterans who are underserved and

under-represented in the VA System.

>> MALE SPEAKER: I'm hoping that one day I'll be able to be a

math teacher but I'm starting to realize that you don't need a

classroom to begin teaching.

>> FEMALE SPEAKER: About three quarters of the students that go

to DePaul are not Catholic.

They're different but they're the same.

I'm learning about the world from my experiences here.

>> MALE SPEAKER: I always tell my friends I'm a Vincentian Jew.

That may sound kind of funny but I think that St. Vincent DePaul

is someone I really look up to.

The way he put himself to the service of others.

He really helped those living on the margins and advocated for

people who don't have the resources.

>> MALE SPEAKER: I think DePaul is all about asking questions.

>> MALE SPEAKER: And answering questions.

>> FEMALE SPEAKER: After nearly 120 years.

>> MALE SPEAKER: Under 12 presidents.

>> FEMALE SPEAKER: DePaul University has always offered

opportunities to students.

>> FEMALE SPEAKER: Has always answered, "We'll help you."

>> MALE SPEAKER: Has always answered, "We'll transform you."

>> FEMALE SPEAKER: Has always answered new challenges with

brave ideas.

>> MALE SPEAKER: That's why the university must continue to

respond to St. Vincent's question.

>> FEMALE SPEAKER: What must be done?

(Ensemble)

(Applause)

>> LISA PORTES: Many thanks to our program's many talented

performers: The DePaul Symphony Orchestra conducted by Cliff

Colnot; DePaul student vocalists Emily Margevich, Madeline

Ehlinger, Sebastian Armendariz and Ryan Wolfe with guest

harpist Michael Maganuco; and the actors and actresses who

brought our student's and alumni's stories to life.

You have our deepest gratitude.

(Applause)

Now will Mr. James T. Ryan, Chair of the Board of Trustees

please come forward for the investiture.

>> JAMES RYAN: In DePaul University's 119-year history,

eleven extraordinary Vincentians have led the

university as president.

The person in this role bears responsibility for making both

pragmatic and visionary decisions that keep our doors

open, keep us focused on serving our students according to the

mission we consider to be a sacred trust.

Each president in his own way and in his own time led DePaul

in fidelity to the noble mission of St. Vincent DePaul.

We are grateful for the continuing influence and on

campus presence of the Reverend John T.

Richardson, the ninth President and our Chancellor Emeritus, who

led DePaul from 1981 to 1993.

(Applause)

And we are joined today by our immediate

past-President and current Chancellor, the Reverend Dennis

H. Holtschneider, who promoted academic innovation, spurred

campus development and championed access to education

during his 13 years of leadership.

(Applause)

The Voices of DePaul that we heard throughout our

program represent the dynamic young men and women at the very

heart of this university, our DePaul students and alumni.

Their stories reflect the journeys that students begin the

moment they arrive on campus that transform and occur while

they are here and the Vincentian mission that they internalize

and carry into this world.

They represent a modern day legacy at St. Vincent DePaul

that will continue under Dr. Esteban's leadership.

We invite Father Holtschneider to join Bamshad Mobasher,

President of the Faculty Council, Charles Snelling,

President of Staff Council, Michael Lynch, President of the

Student Government Association and Nicole Guiffra-McQuaid, a

2011 graduate of the School for New Learning and member of the

Alumni Board in representing the DePaul community in the

inauguration of our new president.

In seeking a new president for DePaul University, the Board of

Trustees aided by representatives of our

university constituencies conducted an extensive

nationwide search determined to find the best person.

From among many strong candidates, Dr. A.

Gabriel Esteban clearly rose to the top.

A proven collaborative leader, his outstanding academic,

administrative and strategic planning experience gave the

trustees confidence that DePaul's future would be secure

in his hands.

Dr. Esteban clearly demonstrates a depth of understanding of and

sincere dedication to DePaul's mission.

As Chair of the Board of Trustees, I certify that on

February 6, 2017, the Board of Trustees unanimously elected

Dr. A. Gabriel Esteban to succeed the Reverend Dennis H.

Holtschneider of the Congregation of the Mission as

the twelfth president of DePaul University.

Dr. Esteban, would you please join us.

(Applause)

Dr. Esteban, there is little about today's world

that St. Vincent would recognize.

Much has changed even since St. Vincent's College, the

precursor to DePaul opened its doors in 1898 and even since

DePaul has welcomed a new president.

Our students are coming in tumultuous and difficult times.

Our faculty and staff hold a great responsibility in guiding

them through it.

Our alumni who carry St. Vincent's legacy are

watching to see how DePaul works within its mission to meet the

world's evolving needs.

Though the Congregation of the Mission was formed 400 years

ago, its faith, values and mission remain necessary in

today's world.

As we navigate these complex times, let our mission be

a beacon.

In the tradition of St. Vincent, let the mission show you and

show us the way of wisdom.

Mr. Snelling and Mr. Lynch, would you please present

Dr. Esteban with the mission statement of DePaul University.

Our mission statement embodies the principal purpose of

DePaul University.

As such, it unites the past, present and future.

It inspires plans and influences major decisions and it bonds

faculty, students, staff, alumni and trustees as an

academic community.

Dr. Esteban, DePaul's mission is entrusted in your hands.

Father Holtschneider, Dr. Mobasher and

Ms. Guiffra-McQuaid, please present Dr. Esteban with the

chain of office.

The presidential chain of office symbolizes the authority

conferred by the Board of Trustees upon the president as

chief executive officer of the university.

By virtue of his office, the president is entrusted with the

responsibility of promoting the mission and values that underlie

DePaul University's service to its students.

The chain of office supports a medallion with the

university seal.

The wording on the seal, the university's motto, reads "Viam

Sapientiae Monstrabo Tibi." Taken from the Book of Proverbs,

the translation reads, "I will show you the way of wisdom."

The seal is suspended from a chain with links containing the

heraldic symbols of each of the university's ten colleges

and schools.

Dr. Esteban, St. Vincent also said: "In the end, what God

expects from us in living our mission is simply our good will

and our best efforts." We are confident we can expect this

from you.

Trust that you can expect the same from us.

It is my great honor to present to you the twelfth President of

DePaul University, Dr. A. Gabriel Esteban.

(Applause)

>> DR. A. GABRIEL ESTEBAN: Good afternoon.

I would like to acknowledge His Eminence, Cardinal Blase Cupich;

Chair of the Board, Jim Ryan; Members of the Board and the

Corporation; the Reverend Ray Van Dorpe; our Vincentian

community and other members of the clergy.

To our distinguished guests, including my fellow Vincentian

presidents, the Reverend James Maher of Niagara University and

Bobby Gempesaw of St. John's University.

Now two of the three Vincentian presidents are from

the Philippines.

Colleagues and representatives from higher education

institutions across the country including my previous

institution, Seton Hall University, you honor DePaul by

your presence.

I would like to take this opportunity to acknowledge and

thank my predecessors who are here this afternoon, Chancellor

Emeritus the Reverend John D.

Richardson and Chancellor the Reverend Dennis Holtschneider.

My late father, a lifetime academic, used to say, "Bricks

and mortar do not make great universities but rather the

people who inhabit them." As DePaul University's twelfth

President, I hope to live up to the high bar you set.

Your tenures at DePaul were marked by a firm commitment to

our mission, academic excellence, strategic growth and

significant investments in our infrastructure.

To our family and in-laws who came from all around the country

and the Philippines, thank you.

To both our moms who live in the Philippines and could not

travel, thank you.

To our favorite and only child, Ysabella, and son-in-law

Matthew, thank you for taking time out of your busy lives as

medical residents to join us.

To my wife of 32 years and best friend for 38, Jo, when we

started our journey over 8,400 miles away, I know neither of us

could even dare to dream this day could happen.

We have been blessed in more ways than we can thank the Lord.

Over the past few months, I have had the privilege and

opportunity to meet business, civic, education and religious

leaders throughout Chicago.

Invariably I am asked two questions.

First, Cubs or White Sox?

And the second question, why DePaul?

To the first question I just smile.

To the second I smile and simply say it was and is the Catholic

Vincentian mission.

During my interview, I recall meeting with groups of faculty,

staff, students, trustees and the search committee.

I was struck by the consistency with which they described the

mission of DePaul and what it meant to them.

I remember asking the search consultant if everyone was being

coached to say the same thing.

So what is the mission of DePaul?

St. Vincent DePaul wrote that, "We must love our neighbor as

being made in the image of God and as an object of His love."

DePaul University as a Vincentian higher education

institution makes a conscious choice to love and serve our

neighbors, the poor, marginalized, first generation

and immigrant communities.

We choose to serve them because we know we can make a difference

in the trajectory of their lives.

We choose to serve them because we know that society is better

off if we can provide the opportunities for our students

to succeed.

We choose to serve these communities because we simply

believe it must be done.

This is what it means to be a Catholic university.

This commitment to our mission manifests itself in our

community in a number of different and meaningful ways.

As an example, this past spring, 85 percent of our students voted

to increase their student fees.

Why? To provide scholarships for undocumented students.

When I heard this, I remember telling Jo two things.

The first was how often do we hear of students voting to

increase their fees to help their peers?

The second was, we are going to the right place.

However, this should not come as a surprise because our students

provide hundreds of thousands of service hours to Chicago, area

charities and nonprofits.

This drive to serve others and commitment to acts of charity

towards others is one of our great strengths.

Our efforts to serve these communities have resulted in

countless success stories over the years.

It is consistent with the charge given by St. John Paul II to the

Vincentians in 1986 when he asked the Vincentians to "search

out more than ever with boldness, humility and skill the

causes of poverty and encourage short and long term solutions,

acceptable and effective concrete solutions.

By doing so, you will work for the credibility of the gospel

and the Church." Take recent graduate Stephanie Berryhill for

example, a native of Chicago's Portage Park neighborhood.

Stephanie attended Chicago public schools.

She was the first in her family to graduate high school

and college.

Service work was a very important part of her DePaul

experience and she volunteered in Englewood High School.

She remembers all the students in the classroom had their heads

on their desks.

When she asked why, the teacher told her that even though they

were seniors in high school, they couldn't read.

She approached the students after class and asked what they

wanted to do after high school.

She asked, "do you want to go to college?"

One student said, "No, people like us can't go to college."

Stephanie had grown up in a similar situation and told them

if I can do it, you can do it.

Stephanie's experiences led her toward a career dedicated to

helping and teaching others.

She earned a Bachelor of Science in elementary education from

DePaul and was the student speaker at her

commencement ceremony.

Today, Stephanie teaches in the Hiawatha Elementary School

in Berwyn.

The success of our students comes as no surprise to us.

DePaul enrolls more lower-income students than 92 percent of all

colleges and universities in this country.

We not only graduate our Pell-eligible students at a rate

that is 17 percentage points higher than the national average

but it's also ten percentage points higher than the

graduation rate of all students.

When our students graduate, about 93 percent find a job

within six months.

Our alumni lead Fortune 500 corporations throughout

the country.

They include political leaders, civic leaders, jurists,

educators, artists, clergy and athletes.

During their time at DePaul they also fell in love with Chicago.

In fact, more than 116,000 of our alumni call Chicgoland home.

Jo and I have yet to go to an event where we did not meet

multiple individuals with ties to DePaul.

Our young alumni are also successful in ways that make a

difference to society.

Every year the MacArthur Foundation awards the so-called

Genius Awards.

These are given to 30 to 40 outstanding individuals in

select fields.

DePaul is one of the few institutions in the world that

can count two alumni who received Genius Awards in the

last five years.

DePaul alumni excel not only professionally, they also

continue to live the Vincentian mission well after graduation.

Sue Lee is an example.

Sue attended DePaul's College of Law to prepare for a second

career in public interest law.

Her first career was in the ministry, both working in a

local church and later at a Christian college.

However, she wanted to be more involved.

She enrolled at DePaul and was immediately drawn to the Center

for Public Interest Law.

In-between classes and assignments, she volunteered for

a number of public interest legal organizations. Why?

In her words, "So many people, even after they've served their

time in prison or completed their community service and

after their case is closed are still suffering the consequences

of having a criminal record.

And after many years somehow an employer lawfully or unlawfully

gets a hold of one's record and that person may face barriers to

employment, housing or public benefits.

It's all affected, and certain people are unable to move on in

their lives and I feel that this is an injustice." Upon

graduation, Sue began a two-year fellowship as a full-time staff

lawyer for Cabrini Green Legal Aid, determined and excited to

bring justice to those in need.

As an industry, however, higher education and DePaul is not

without its challenges.

The great recession along with the decline in state and federal

support of higher education exposed the financial frailty of

our sister institutions that enroll some of the most

underserved populations in this country.

Tuition assistance programs such as the Monetary Assistance

Program, known as MAP in Illinois, and Pell can

significantly affect the ability of our underserved populations

to access a high quality education.

The younger population in the Midwest including Illinois is

also shrinking.

This shift in demographics will result in a projected 19 percent

decline in the number of high school graduates in Illinois

alone over the next two decades.

In addition, some leaders have questioned the value of not only

a strong liberal arts education but also any type of education

that does not lead to a positive return on investment.

Families have begun to ask, "Is it worth it?"

These factors have resulted in the mergers or closures of some

of our sister institutions.

Should this concern us?

Is society better served by the closure of the smaller or maybe

even some mid-sized institutions?

After all, is this not just the market taking care of

inefficient players?

I beg to disagree.

We are part of a larger and somewhat hierarchical ecosystem

comprised of highly selective to open-access higher education

institutions, large and small, rural and urban, public and

private universities and colleges serving unique and

sometimes niche populations.

DePaul University fills one such niche.

We serve students who want and need access to nationally ranked

academic programs taught by distinguished faculty who bring

real-world experience to the classroom.

We serve students who want an education that will prepare them

not only for successful and fulfilling careers but also for

a lifetime of service to the common good.

We serve students who believe in a life well-lived means seeking

out justice and charity for our most vulnerable brothers

and sisters.

While I am well aware of the challenges that lie ahead, I

know DePaul will continue to thrive and prevail for the next

120 years and beyond.

Our faculty are innovators and they continue to develop new

academic programs to meet changing needs.

In fact, 25 percent of our students are pursuing degrees in

programs developed over the last ten years.

I know DePaul will continue to flourish because of our

partnerships with the Chicago business and

nonprofit communities.

Our unique partnership for example with Cinespace allows

our film students to work on actual soundstages alongside

professionals producing top rated shows like Chicago Fire,

Chicago Med, Chicago PD and Empire.

For some reason there's Chicago in all of these.

Our collaboration with 1871, Chicago's prestigious

entrepreneurial technology hub gives our students, faculty

members and alumni access to tools that are vital to

launching a business including mentoring and legal support.

I believe in DePaul because our faculty and staff are committed

to providing excellent academic opportunities not otherwise

available to the students we serve.

As a result, our academic programs continue to garner

national attention, from video game design to acting to

entrepreneurship, DePaul's programs are routinely ranked

among the top 25 in the country.

Beyond rankings, the commitment of DePaul's faculty and staff is

visible every single day at DePaul.

You see it in the faculty member who helps students get an

interview for a prestigious internship, or when a staff

member collects gift cards for students who cannot afford food

or basic necessities.

In the few short months that we have been part of the DePaul

community, we have been impressed and energized by the

dedication of our faculty and staff and their commitment to

our mission.

This was demonstrated in last week's annual 25 Year

Club luncheon.

The luncheon celebrates faculty and staff who have worked at

DePaul for 25 years and this year we inducted 38 new members

into the club, the largest group of faculty and staff in

our history.

DePaul's faculty and staff are the bedrock of our institution.

Today's ceremony may center on the president but a university

does not.

I am but one of the many asked to serve and I am honored and

humbled by your faith in me.

The faculty and staff are the true heart and soul of DePaul.

As we develop a shared vision for our future, our Catholic

Vincentian mission will serve as our guiding principle.

We will set forth a bold vision for what could be.

We will set goals that appear to be beyond our reach.

In the words of the late John F. Kennedy, "We choose to go to the

moon in this decade and do the other things, not because they

are easy, but because they are hard."

To which I add, we will set lofty goals because we are

DePaul and it must be done.

Together, we will make strategic investments that provide the

access and tools our students need to succeed.

Together, we will continue to strengthen our many nationally

ranked programs and identify new ones for the future.

Together, we will bring new partners and friends who will

support our mission and the dreams of our students.

Their dreams are big, as they should be.

Jo and I feel blessed to work alongside you in the

years ahead.

Thank you for your love of DePaul.

Thank you for giving me the opportunity to serve this

extraordinary institution.

Finally, I would like to thank all those who made

today possible.

We are DePaul. Thank you.

(Applause)

>> LISA PORTES: Thank you, Dr. Esteban.

Please stand for the benediction delivered by the very Reverend

Raymond Van Dorpe, Provincial Superior of the Congregation of

the Mission Western Province.

>> REVEREND RAYMOND VAN DORPE: Let us unite our hearts in

prayer and entrust to the hands of the Lord this community that

is DePaul University.

May God bless our new President Dr. Gabriel Esteban with the

grace to make wise choices and be an inspired leader following

the Catholic Vincentian and urban mission that is at the

root of DePaul University.

May God bless the faculty and staff of this institution of

higher learning as they teach students to have a discomfort

with easy answers, half-truths and superficial relationships.

May the faculty and staff live deep within their hearts the

mission that builds DePaul University.

May God bless the trustees, alumni and benefactors of DePaul

University with a growing love and commitment to this school

they have chosen to embrace, that their devoted service will

protect and promote the mission that is the legacy and the

future of DePaul University.

And above all, may God bless the students of DePaul University,

bless them with a righteous anger at injustice, oppression

and the exploitation of people so that they will work for

justice, equality and peace.

May God bless them with the foolishness to think that they

can make a difference in the world so that they will do the

things which others tell them cannot be done.

May their youthful energy and integrity be a gift to DePaul

University and to the whole world.

And may the spirit of our good and gracious God watch over and

bless this community of good and generous people that is

DePaul University.

This prayer of blessing we affirm with one voice. Amen.

>> LISA PORTES: Please sit.

Thank you for joining us this evening.

Everyone is invited to the reception following immediately

upstairs at the Lakeview Terrace.

As you leave the ballroom, look for staff to guide the way.

Please be seated, I guess you are seated, and remain seated

for the academic recessional.

Again, thank you and good night.

(Applause) (Symphony Orchestra)

For more infomation >> The Inauguration of A. Gabriel Esteban, Ph.D. as the 12th president of DePaul University - Duration: 1:15:44.

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University Of Chicago Soccer Gears Up For Special Weekend - Duration: 2:14.

For more infomation >> University Of Chicago Soccer Gears Up For Special Weekend - Duration: 2:14.

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THE UNIVERSITY trailer - Duration: 3:36.

Aqui está uma citação: "No século passado houve mais mudanças do que nos mil anos anteriores"

A taxa de mudança

é explosiva! Ao ponto de que nossa capacidade de entender as implicações dela estará fora do nosso alcance.

Nossa intuição sobre o futuro é linear e não exponencial. Isso faz uma enorme diferença.

O impacto dessas coisas é completamente imprevisível. Nós não podemos saber o que o futuro será

Mas podemos influenciar o futuro. Por meio de uma métrica muito simples que usei

que é: "você está trabalhando em algo que pode mudar o mundo?" Sim ou Não?

a resposta para

99.999999% das pessoas no mundo é "NÃO".

E se

criássemos uma Universidade focada nas tecnologias que crescem exponencialmente?

Eu liguei para Ray e ele disse: "boa ideia! vamos fazer isso!"

Seja bem-vindo! É um prazer tê-lo aqui.

Ray!

Foi dada a largada!

A missão da Singularity University é reunir pessoas com diferentes experiências anteriores que estão conscientes do

crescimento exponencial da tecnologia da informação e para endereçar

as implicações disso para que possamos entender para onde realmente nossa sociedade está indo. E um dos rapazes está tentando construir um computador quântico

E é realmente difícil!

Na China, a cada semana é construída uma nova termoelétrica a carvão. A CADA SEMANA!

Isso vai triplicar o seu consumo de energia.

A ideia por trás de um projeto de equipe era ter esses alunos realmente incríveis colocando seus conhecimentos em prática.

Escolha um projeto

que vai impactar um bilhão de pessoas positivamente em 10 anos.

Se nós pudéssemos gerar 10 ideias... Elas podem impactar um bilhão de pessoas? Elas podem impactar positivamente um bilhão de pessoas?

Pense sobre o fato de que, literalmente, um grupo de alunos pode, hoje tocar as vidas de um bilhão de pessoas

30 anos atrás isso soaria ridículo! Hoje, podemos apontar para dezenas de empresas que fizeram exatamente isso!

Conseguimos inspirar as pessoas a focarem e trabalharem duro nisso o tempo suficiente para fazer acontecer?

Eu acho que nove semanas para mudar o mundo é um fardo muito grande.

Você acha que vamos nos reunir em um grupo de 40 pessoas e concordar entre si?

Isso é ser ingênuo. Se você não gosta dessa ideia, então...

Esqueçam as discordâncias; vamos ser amigos e trabalhar juntos.

Isso não vai funcionar assim! É melhor você fazer 3 coisas para ter sucesso.

Você tem que criar como um deus, comandar como um rei e trabalhar como um escravo.

Mudar qualquer coisa que nós tenhamos feito por décadas é arriscado.

Uma vez que paramos de assumir riscos, basicamente prejudicamos nossa capacidade de inovar.

Os maiores desafios mundiais PODEM ser resolvidos. Essa é a postura!

As maiores mentes do mundo

Os futuros líderes mundiais.

Estamos vivendo em uma sociedade tão arriscada e adversa, que está nos matando!

Não há nenhum problema que a mente humana inteligente não possa superar.

Absolutamente nenhum!

Podemos ter algo realmente muito bom aqui.

O futuro está em cartaz.