University Business - August 2007 - (Page 31)

FUTURE SHOCK Universities for the Civically Engaged Call it the new town/gown gestalt. Institutions are helping to establish bridges between campus and community. By James Martin and James E. Samels I N HIS POEM “MENDING WALL,” Robert Frost declares, “Before I built a wall I’d ask to know/What I was walling in or walling out.” For too long, America’s urban colleges and universities built higher fences around the campus, with the idea of keeping poverty, crime, and downtown blight at bay. Yet this status quo strategy failed to consider the larger socioeconomic and geopolitical implications of Frost’s statement. To be sure, urban college and university leaders and their internal constituencies may have felt safer on campus. Sadly, they fenced their lofty academic ideas and community service commitment within the campus walls. For some, however, times have changed, and a new generation of civically engaged colleges and universities has really ﬁgured it out. Consider Clark University in Worcester, Mass., the University of Pennsylvania in Philadelphia, Trinity College in Hartford, Conn., and the University of Southern California in Los Angeles. These exemplary urban institutions have led the way in tearing down walls, welcoming the community on campus, and leveraging the academic enterprise to work for the betterment of their host communities. The results of their noble eﬀorts are palpable: engaged students, committed faculty, stronger communities, better prepared applicants, and safer local streets. Whatever you call it—an urban renaissance, town/gown collaboration, or selfpreservation—it comes down to committed institutions stepping up to address the failure of private, governmental, and nonproﬁt sectors to establish two-way bridges Long-term town/gown relationships depend on ‘a shared vision, mutual respect, and a shared will to succeed.’ —John Bassett, Clark University between campuses and community. With nearly 800 four-year colleges and universities situated in urban settings in the United States, according to The College Board, the lessons learned from these town/gown experiments are important for the future of American higher education and for the future of our cities. CLARK: HELPING HOUSING, MAKING K12 CONNECTIONS Clark University provides a remarkable model of a community-based strategic partnership with its surrounding neighborhood in Worcester, known as Main South. Clark has helped to renovate housing, and it co-founded and helps to operate an award- winning high school. In collaboration with the Main South Community Development Corporation, Clark has helped renovate hundreds of housing units, sold homes to ﬁrst-time homeowners, and leveraged millions in grants and housing tax credits. These investments by Clark and public and private entities represent a nearly $100 million eﬀort. The new Masakowski Institute for Public Enterprise at Clark promises to help disseminate this type of strategic town-gown partnership model across the landscape of urban America. What is truly amazing about Clark’s collaboration with Worcester Public Schools for the University Park Campus School is that all of the school’s graduates have gone on to college, despite being ﬁrstgeneration college attenders. Not surprisingly, 73 percent of the students receive free or reduced-price lunches, and 67 percent speak English as a second language. Clark faculty and students teach and learn at the school and serve as mentors and models for neighborhood children and families. Clark’s president, John Bassett, has said he now can envision the creation of a Worcester learning corridor built on the success of the University Park Campus School. That would be a proud legacy for this venerable urban institution at which Robert Goddard conceived the early beginnings of rocket science and Sigmund Freud gave his ﬁrst and only American James Martin is a professor at Mount Ida College (Mass.). James E. Samels is president and CEO of The Education Alliance. Their book is Presidential Transition in Higher Education: Managing Leadership Change (Johns Hopkins University Press, 2004). universitybusiness.com August 2007 | 31 http://universitybusiness.com

Table of Contents for the Digital Edition of University Business - August 2007

Contents
College Index
Company Index
Advisory Board
Editor's Note
People Watch
Sense of Place
Viewpoint
Admissions
On the Hill
Future Shock
Independent Outlook
Facility Focus
Wanted: Foreign Students
Service With a Star
Beneficial Benefits
Addition By Subtraction
Report from EduComm 2007
Report Card
Internet Technology
What's New
Calendar of Events
Direct Connect
End Note

University Business - August 2007