Transcript Welcome to Arizona State University

ARIZONA STATE UNIVERSITY
Creating the New American University
“… There’s this thirst to be
something really good, maybe
even great…”
- Community Stakeholder
TH E ACADEMY
Elite, often religiously-based havens
for the creation and study of knowledge.
THE CITY
Gateways - flourishing political, economic,
and cultural centers.
Early Thoughts on Social Embeddedness
Leading toward Transformation
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A R I Z O N A
S T A T E
U N I V E R S I T Y
September 2005 – May 2006
• Analysis of best practices
• Social Embeddedness Steering Committee; monthly
work team meetings
• Presentations and ongoing interviews/meetings
• Development of social embeddedness definition,
vision, top level goals, proposed preliminary actions
• Discussions on challenges, solutions, and impacts
• Preliminary review of funding potential; draft of
typical foundation proposal
• Development of concepts and timeline for universitywide/community-wide process and implementation
D E F I N I T I O N
Social Embeddedness
Core to the development of ASU as the
New American University; a universitywide, interactive, and mutually supportive
partnership with the communities of
Arizona
D E F I N I T I O N
Social Embeddedness
The ongoing integration of five innovative
and distinct, yet interrelated actions:
• Community Capacity Building
• Teaching and Learning
• Economic Development and Investment
• Social Development
• Research and Discovery
“Good is the enemy of great.”
- Jim Collins
A R I Z O N A
S T A T E
U N I V E R S I T Y
What do we mean by great?*
* in relation to ASU’s Social Embeddedness Design Imperative
G R EAT
RESULTS
• Every resident and business in Maricopa County points
to ASU as the all-important asset in the community
• Peer universities see ASU as a top tier research
university that has integrated mutually beneficial and
supportive community partnerships into teaching,
learning, research
• National foundations that support higher education
look to ASU for guidance in establishing criteria for
university-community partnerships
G R EAT
RESULTS
• ASU is seen as the national exemplar of social
embeddedness -- as core to a new kind of university;
definition and standards are copied and become
increasingly influential
• ASU is recognized as central to an increased economic,
social, and cultural vitality in the region/state
• The Arizona Legislature and other stakeholders
recognize ASU as core to the future of the state
• Measurements show that communities of color and
lower-income communities of AZ are faring better than
their counterparts in other states (particularly in those
areas the university can impact)
G R EAT
RESULTS
• There is a change in how research is designed, such that
affected communities are included in the thinking about
the process
• The population of greater Phoenix shows noticeable gains
in health, housing, education, and economic vitality
• Communities of Arizona can better define their own goals
for success and can more readily solve problems
• Campus boundaries are diffused: more community in the
university; more university in the community
• Phoenix becomes the New American City
A R I Z O N A
S T A T E
U N I V E R S I T Y
Vision
A university that is socially
integrated and embedded within
its many communities
A R I Z O N A
S T A T E
U N I V E R S I T Y
What will it take to fulfill
the social embeddedness design imperative of the
New American University?
A R I Z O N A
S T A T E
U N I V E R S I T Y
Goals
• University-wide culture
• Internal structures and reward systems
• Partnerships with communities of
Arizona to increase the state’s social
capital
• National model for universitycommunity partnership
A R I Z O N A
S T A T E
U N I V E R S I T Y
Policies
How does it become university-wide at ASU?
UNIVERSITY–WIDE CULTURE
• Refine Mission Statement and Strategic Plan
• Integrate the social embeddedness vision and definition
in all ASU materials
• Actualize the definition (e.g. not one time only; and leaves behind
expertise in community, and/or advances social development in community, and/or
advances economic development, and is evaluated for outcome and impact for
community)
• Allow ample time for promotion and discussion
• Host speaker series and seminars
• Create evaluation model and tools; encourage
cumulative learning and publication
• Develop publication of critical case studies
A R I Z O N A
S T A T E
U N I V E R S I T Y
Internal Structure and Accountability:
How will it really work at ASU?
INTERNAL
ST R U C T U R E & AC C O U N TAB I LITY
• Support for units to develop college-by-college
implementation plans for social embeddedness;
accountability through units; ongoing evaluation
• Regular progress reports from Deans/VPs re: units
and colleges
• “Review team” to provide guidance (ways for work
of units to best meet social embeddedness definition)
• Policies to address non-academic decisionmaking
and accountability
• Ongoing “reporting” to community
A R I Z O N A
S T A T E
U N I V E R S I T Y
Curriculum Change:
What kind of curriculum changes
should be considered at ASU?
C U R R I C U L U M
• Support curriculum changes within colleges through
special ‘sabbaticals’ to develop new and to revise
existing courses; appoint task force to consider
university-wide capstone requirement
• Create Curriculum Innovation Trust
• Provide support to colleges to move social
embeddedness agenda forward
• Theme-driven university-wide approach (annual
decision with community input re: theme(s))
• Course continuity -- as appropriate -- to enable
seamless transitions between semesters (and
change in students)
A R I Z O N A
S T A T E
U N I V E R S I T Y
Leadership:
Who should drive the train at ASU?
L E A D E R S H I P
• President and Provost(s) provide overarching
leadership to ensure university-wide expectations
and action (“keepers” of qualitative and
quantitative measures of success)
• Creation of high level Director position with dual
reporting channels – provost to ensure academic
validity, president to support mission beyond
academic sphere (Director to support college-bycollege implementation)
• Network of involvement through the Director to
include community and university
• National dialogue (summit, website) / engagement of
foundations
A R I Z O N A
S T A T E
U N I V E R S I T Y
Building Understanding:
How do you spread the word
to faculty and staff at ASU
and to the community ?
C LAR I T Y AN D C O N S I S T E N C Y
• Emphasize comprehensive vision of social
embeddedness as core to New American University
• Consistent articulation and examples
• Clarify differences between social embeddedness and
volunteerism, PR, etc.
• Encourage the teaching of theory of social
embeddedness across the curriculum and consider
social embeddedness as a component of doctoral
programs
COMMUNITY DIALOGUE
• Communication/update to all initial interviewees
(200+/- individuals)
• Group conversations hosted by regional nonprofits
• Visible large scale outreach into communities that
surround all ASU campuses to ensure ASU’s goals
for communities match goals set by communities
themselves
• Community dialogue on findings; joint theme-setting
• Large scale dissemination of information (print/web)
• Increased involvement with nonprofit boards
FERN TIGER ASSOCIATES APRIL 11, 2006
Community/ Campus Outreach Process - DRAFT
Walk ABOUT Arizona
Talk ABOUT
Arizona
Making Change come ABOUT in Arizona
The ASU 1000
ASU students/
faculty/staff
15,000 Arizona residents (households/
focus ASU sites)
· Provide information re: ASU/invite to
Jan. event
· Ask re: ASU image/Arizona needs
Tabloid Insert / Other Outreach
Analyze/prepare for 2007 Thematic Focus
ASU / Regional
Dialogue(s)
Think ABOUT Arizona
Update original
interviewees (200+/-)
about status/
direction of social
embeddedness
design imperative
Phoenix
Reps from
each of 4
committees
Phoenix Tempe
Phoenix Tempe
Phoenixn Tempe
Glendale Mesa
Glendale Mesa
Glendale Mesa
Tempe
Glendale
Community/ASU
2007 Theme
Committee
Community/ASU
2007 Theme
Committee
Mesa
· Present 2007
Focus
· Analyze/
brainstorm ideas/
partnerships
· Disseminate SE
publication*/
concepts
· Announce
Innovation Fund
winners
· Introduce ASU “SE
Director”
Community/ASU
2007 Theme
Committee
Think ABOUT Arizona
Speaker Series/ Events/ Seminars
Focus groups through regional nonprofits
Focus groups: Participants organized by reg’l nonprofits
G-9
Meetings
April
G-9
Meetings
May
Recruit “S-E Director”
(reports to Pres/Provost
S-E Adv.
Comm.
May 22
Funding Plan for S-E
Develop standards for S-E projects
and metrics for S-E at ASU.
Inventory
and
evaluate
existing
projects
S-E Plan complete
(use to recruit Dir.)
- Hire Director
MAY
JUN
Advise colleges
Meet w. NPs/govt
Lead S-E Rev Comm Lead/coord “Making Change in AZ” process
Fundraising for S-E
*Develop publication/print
Confirm Focus/Thematic Area of Concentration for ’07-‘08
Announce
Innovation Fund
for Curric.
Create S-E
Review Comm
Develop evaluation tools and process
2006
- Meet w. units
Sept ‘07
ASU Nat’l S-E
Forum
Ongoing review of new projects/ unit plans by committee
Speaker Series / Events/ Seminars highlighting S-E
JULY
AUG
SEPT
OCT
NOV
DEC
JAN 2007
FEB
MAR
APR
MAY
JUN
JUL
AUG 2007
FACULTY OUTREACH AND
REWARDS
• Recognize accomplishments (inc. Insight)
• Reward system (stipends, one-time and/or permanent salary
increase, financial incentives or teaching assistants, travel, focused
sabbatical program, Regents level professor as exemplar)
• Reduced teaching load (competitive review) to plan
for curriculum change
• Presentation of examples and facilitated discussions
at college/ school/ department meetings
A R I Z O N A
S T A T E
U N I V E R S I T Y
Branding the Concept:
What’s in a name?
A R I Z O N A
S T A T E
U N I V E R S I T Y
Sustainability:
How do you make it last at ASU?
MAKING IT
LAS T AT
ASU
• Not tied to single individual, but consistent support
at highest levels of institution
• Unit-driven solutions with accountability and
university-wide goals
• Meaningful rewards, incentives, support
• Increased attractiveness to core of like –minded
faculty and students; include social embeddedness as
a hiring criteria
• Academic focus and validity
• Ongoing commitment to evaluation and assessment
• Core to the evolution of ASU as the New
American University
A R I Z O N A
S T A T E
U N I V E R S I T Y
What can University Council do to implement the
recommendations?
• Include social embeddedness definition in materials
produced by your unit
• Analyze work currently being done by your unit to
assess how it might be transformed to move from serving
to empowering
• Schedule conversations with your unit about hoped-for
impacts your college, department, center can make
• Consider ways to measure success