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Journal of Higher Education Outreach & Engagement Vol. 17 No. 3 2013 Journal of Higher Education Outreach & Engagement a publication of the Office of the Vice President for Public Service & Outreach in collaboration with the Institute of Higher Education The University of Georgia Journal of Higher Education Outreach & Engagement Publisher University of Georgia Office of the Vice President for Institute of Higher Education Public Service and Outreach Libby V. Morris Jennifer L. Frum Director, and Vice President UGA Interim Provost Library Support Publication Assistants Andy Carter Katie Fite Drew Pearl Julia Mills Associate Editors Theodore R. Alter Scott J. Peters The Pennsylvania State University Syracuse University Hiram E. Fitzgerald Elaine Ward Michigan State University Dublin Institute of Technology Editorial Board James Anderson Robbin Crabtree University of Utah Fairfield University Jorge Atiles Sherwin L. Davidson Oklahoma State University Portland State University Burton A. Bargerstock Amy Driscoll Michigan State University Carnegie Foundation for the Advancement of Teaching Mike Bishop University of California, Henry J. Findlay Berkeley Tuskegee University Karen Bruns Ralph Foster The Ohio State University Auburn University Rosemary Caron James Frabutt University of New Hampshire University of Notre Dame Jeri Childers Sherrill B. Gelmon University of Technology, Portland State University Sydney Editorial Board Donna Gessell George L. Mehaffy North Georgia College and State American Association of State University Colleges and Universities Philip Greasley David Moxley University of Kentucky University of Oklahoma, J. Matthew Hartley Norman University of Pennsylvania KerryAnn O’Meara August John Hoffman University of Maryland- Metropolitan State University College Park Barbara Holland Valerie Paton Indiana University-Purdue Texas Tech University University Indianapolis Janice Putnam Audrey J. Jaeger University of Central Missouri North Carolina State University Judith Ramaley Emily Janke Winona State University University of North Carolina, John Saltmarsh Greensboro University of Massachusetts Richard Kiely Boston Cornell University Lorilee R. Sandmann Mary Lo Re University of Georgia Wagner College Nii Tackie Thomas Long Tuskegee University California State University, Staci Young San Bernardino Medical College of Wisconsin Edna McBreen University of Connecticut Journal of Higher Education Outreach & Engagement Volume 17, Number 3, 2013 Copyright © 2013 by the University of Georgia. All rights reserved. ISSN 1534-6102 TABLE OF CONTENTS Journal of Higher Education Outreach and Engagement I ����������������������������������������������������������������������������������������������������� Forward David J. Maurrasse Marga Incorporated and Anchor Institutions Task Force 7 ...................................................... Universities as Anchor Insitutions Eugenie Birch University of Pennsylvania David C. Perry University of Illinois at Chicago Henry Louis Taylor, Jr. University at Buffalo, The State University of New York Anchor Institutions 17 .............................. Making the Work of Anchor Institutions Stick: Building Coalitions and Collective Expertise Nancy Cantor, Peter Englot, and Marilyn Higgins Syracuse University As more colleges and universities commit to a public mission, it is critical that our work as anchor institutions have a sustainable and positive impact, and that we collaborate fully with the diverse voices and expertise beyond our campuses—the most valuable assets of our multicultural cities. Taking Syracuse, New York, as a microcosm, the authors examine how Syracuse University physically and metaphor- ically has become an embedded and trusted anchor institution by building “civil infrastructure” to enable lasting “social infrastructure.” We joined with numerous partners in one of the city’s poorest but most promising neighborhoods to design “green homes,” repurpose old warehouses, and greatly expand educational opportunities for all children. As we did, art, technology, and literacy began to rewrite the story of the neighborhood. Scholars, students, and residents forged “communities of experts” to fulfill the central promise of an anchor institution: to make a sustainable difference in our community. 47 .............. From Gates to Engagement: A Ten-Year Retrospective of Widener University’s Journey to Reclaim Its Soul and Fulfill Its Mission as a Leading Metropolitan University James T. Harris, III and Marcine Pickron-Davis Widener University In this reflective essay, we describe Widener University’s 10-year transformation from a disengaged institution to an institution that has a metropolitan-focused mission vested in civic leadership, com- munity engagement, and service-learning. We describe our journey to embed an expansive civic frame that includes concrete practices of pedagogy, institutional engagement, and community partnerships. We discuss the rewards and challenges of engaging in long-term, democratic, collaborative work, offering a unique insight about the role of a private, mid-size university in anchor-based engagement. We conclude that Widener’s strategy for achieving comprehensive community and economic development is responsible for sustaining multi-anchor regional and local partnerships. 69 .......... Miami Dade College and the Engaging Power of the Arts Eduardo J. Padrón Miami Dade College In this essay, the president of Miami Dade College describes the anchoring role that the institution plays in the Miami metropolitan region, with a particular emphasis on the many arts and cultural con- tributions. These efforts, combined with the economic and workforce development endeavors, make Miami Dade College a model anchor institution. 85 ...................... A College’s Role in Developing and Supporting an Entrepreneurship Ecosystem Thomas K. McKeon Tulsa Community College From the earliest oil pioneers to today’s business startups, entrepre- neurs have paved the road to success for Oklahoma. Small businesses account for more than 80% of the business community in each of the state’s two largest cities. Higher education must take a leadership role in developing and sustaining a thriving entrepreneurial ecosystem for small business. Community colleges are uniquely designed to nourish an entrepreneurial ecosystem in light of their ability to quickly respond to business and community needs, design curric- ulum to meet industry demands, and generate meaningful advances in the community’s economic development. Budding entrepreneurs often look to the community college as the most flexible and acces- sible means to reach their goal of starting a new business. A college involved in cultivating and nurturing an entrepreneurial ecosystem must exhibit its own entrepreneurial spirit while creating an environ- ment where discoveries are made, learning is emphasized, and lives are changed. 91 .. Lehigh University and Bethlehem, Pennsylvania: Partnering to Transform a Steel Town into a College Town Frederick J. McGrail Lehigh University Since Lehigh University was founded in 1865, it has been inextri- cably tied to the City of Bethlehem in eastern Pennsylvania. Rich in history and steeped in cultural tradition, the area continues to be an outstanding home for the university. In the aftermath of the fall of Bethlehem Steel, Lehigh and community partners are working together to forge a prosperous future. 109 ............. Educating for Community Change: Higher Education’s Proposed Role in Community Transformation through the Federal Promise Neighborhood Policy Elizabeth Hudson University of Michigan This study investigated a federal comprehensive community initia- tive, the Promise Neighborhood initiative, in order to understand higher education community engagement in an embedded context. Promise Neighborhood programs aim to create a place-based system of family and education services that can support youth from early childhood through college access and career. Through a qualita- tive analysis of the 21 Promise Neighborhood awardee applications nationwide, the author concluded that higher education institutions commit to these partnerships in four ways: mission-related practices associated with teaching, research, and service; capacity-building practices, including teacher training and community leadership development; programs and services, including direct community services; and administrative functions, such as grant management. Many of these functions in university-community partnership inter- sect with contributions related to university missions. Exploring higher education–community engagement from the perspective of community goals offers insight into practices related to universities’ and colleges’ civic mission and potential as anchor institutions. 139 ...........................................Service-Learning: Some Academic and Community Recommendations Robert F. Kronick and Robert B. Cunningham University of Tennessee Civic engagement, service-learning, and university-assisted com- munity schools are strong forces in making universities, as anchor institutions, engaged and responsible within their spheres of influ- ence. By helping solve social problems, universities engage in the highest form of learning, come to understand social issues and prob- lems, and escape the problem of inert knowledge, knowledge that is valuable only in a classroom. © Journal of Higher Education Outreach and Engagement, Volume 17, Number 3, p. 1, (2013) Copyright © 2013 by the University of Georgia. All rights reserved. ISSN 1534-6104 Forward
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