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ASU ASU 101 - A Social Embeddedness plan

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EXCERPT ASU 101 Creating the New American University at ASU.pdfMissing page.pdfThe design imperatives of a New American University represent a new way of thinking about the fundamental objectives of a university’s teaching, research, and public service.A SOCIAL EMBEDDEDNESS PLAN FOR ASUFERN TIGER ASSOCIATES | 201 CLAY STREET, SUITE 290 | OAKLAND, CA 94607 | 510.208.7700September 2006Creating the New American University at ASU • FERN TIGER ASSOCIATES 2 The plan, for creating a New American University through social embeddedness that unfolds on the following pages represents two years of work, led by Fern Tiger Associates1, working together with Arizona State University. In reality, this plan should be seen as a work-in-progress, representing a vision for how ASU and the communities of greater Phoenix can create an ethos that values working in a collaborative – almost symbiotic – partnership to create and support a vital economic, social, cultural, and political region. In 2008, Arizona State University will reach its 50-year milestone as a university; in 2012, the State of Arizona will celebrate its 100th birthday. The signifi cance of these anniversaries should not be underestimated. Though Arizona and ASU are young compared to national peers, together the state and the university lie at a unique historical crossroad – a moment of opportunity, but also of challenge. It is imperative to seize this moment to build an enduring future. The 2000 U.S. Census reported the Phoenix Metropolitan Statistical Area as the 14th largest in the United States with a population of more than 3.2 million; according to the Census Bureau’s latest estimates, Phoenix is the 6th largest city in the U.S. In 2002, ASU welcomed its 16th president, Michael Crow. At the time of his arrival, ASU had grown to three campuses (with a fourth “downtown” campus in the early planning stages) and a student population of nearly 60,000. Today, ASU’s Tempe campus has the largest student enrollment in the U.S. (ASU is projecting 100,000 students at its four combined campuses, in the next decade.) The history of greater Phoenix and the history of ASU are intertwined and the stories of their future will continue to be linked. These are stories of explosive growth and man-made ingenuity. But the changing demographics and the limited natural resources of the region underscore the need for urgent attention to the challenges facing both the University and the greater metropolitan area. As each seeks to meet the demands of growing populations, new ways to maintain and renew the Valley’s social and physical ecology and economies that sustain them need to be identifi ed and developed. In his 2002 inaugural speech, President Crow described the need to move beyond the traditional university to a “New American University... which is a function of its contemporary environment rather than a replication of an entity that was derived in another setting and another time.” He laid out eight design imperatives which formed what he called the “new gold standard” for the New American University. One of President Crow’s design imperatives is referred to as “social embeddedness” – a concept which is fraught with the weight of numerous preconceived connotations and yet, was not given a tangible defi nition. “The community is a learning, living, and adapting organism; the University sits on the edge of that ‘becoming’ process.- Michael Crow1 Fern Tiger Associates (FTA) is an Oakland, CA-based national consulting fi rm, working with the public and nonprofi t sectors, and select corporate clients. Since 1978, FTA has been dedicated to bringing about positive social change by providing communities and organizations with an unusual and comprehensive array of services and skills focused on: advocacy documentation; organizational effectiveness; research and public policy; and strategic outreach and communications. FTA was selected through an RFP process conducted by ASU in 2004 to develop a plan that would fulfi ll the University’s vision of social embeddedness, as mandated through the President’s design imperative. FTA proposed a process to assess the University’s and the community’s readiness, and to develop a set of recommendations based on research described in the Methodology section. Fern Tiger, founder, is a Professor of Practice at ASU’s College of Public Programs.Creating the New American University at ASU • FERN TIGER ASSOCIATES 3 Still, the concept has a substantial pre-history. Educational institutions have long attempted to reach out to local communities through “community relations,” “partnerships,” “community engagement,” “service learning,” and other programs. Civic responsibility and community engagement are not necessarily new concepts. They have infl uenced the mission of educational institutions as diverse as land-grant, Jesuit, and alternative colleges for more than 200 years. Today, hundreds of colleges and universities nationwide boast programs and strategies aimed at improving or enhancing the connections between the university and the community. Across the country, urban universities have recognized the need and importance of “engaging” with local communities, as well as the potential this engagement offers to change the way local people and institutions think about resources and relationships. As ASU embarks on a process intended to increase its “embeddedness” in the greater Phoenix metropolitan area (and more specifi cally in the communities ASU calls “home:” Tempe, Mesa, Glendale, and Phoenix), there is much to learn from the experiences of other universities across the country. As part of its work with ASU, Fern Tiger Associates sought out the diverse perspectives of more than 200 individuals from ASU and the greater Phoenix community. FTA assessed community perceptions and tested assumptions through in-person, on-site interviews, with a broad range of people, including ASU administrators, faculty, and staff; community residents and activists; directors and board members of nonprofi t institutions ranging from local neighborhood and community groups to statewide organizations; civic and business leaders; urban planners and architects; public and private funders; policy makers; and elected offi cials and legislators. FTA also conducted a study of best practices in community engagement at more than 75 colleges and universities


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ASU ASU 101 - A Social Embeddedness plan

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