This is a timely work on a very dynamic field. It provides more than 40 best practice case studies from nearly half the states in America, and discusses current and evolving trends in the relations between educational institutions and cities, towns and other municipalities. The schools include public and private universities and colleges, public school districts, and other local school systems. Case studies examine current and evolving state-of-the-art practices. Appendices include a glossary; regional, national and international resource directories; bibliographic sources; model agreements and documents; a state municipal league directory; a state public library directory; and a summary of distance learning resources. The handbook is indexed. The future of America's cities and schools depends upon the proper management of resources through the use of state-of-the-art town-gown planning practices. Both public officials and taxpayers, faculties, as well as students, benefit from town and gown best practices.
A new perspective on the relationships among colleges, universities, and the communities with which they are now partnering. Colleges and universities have always had interesting relationships with their external communities, whether they are cities, towns, or something in between. In many cases, they are the main economic driver for their regions—State College, Pennsylvania, or Raleigh, North Carolina, for example—and in others, they exist side by side with thriving industries. In The New American College Town, James Martin, James E. Samels & Associates provide a practical guide for planning a new kind of American college town—one that moves beyond the nostalgia-tinged stereotype to achieve collaborative objectives. What exactly is a college town in America today? Examining the broad range of partnerships transforming campuses and the communities around them, the book opens by detailing twenty characteristics of new American college towns. Subsequent chapters invite presidents, provosts, planners, mayors, architects, and association directors to share their views on how college town relationships are shaping new generations of students and citizens. The book tackles urban and rural institutions, as well as community colleges, and closes with predictions about what college towns will look like in twenty-five years. Contributors include presidents from Lehigh, Portland State, New Jersey City, and Connecticut College, along with five college town mayors and the current or former executive directors from the International Town-Gown Association, the Association for the Study of Higher Education, and others. The book also traces how town-gown relations are expanding into innovative areas nationally and internationally, moving beyond familiar student life programs and services to hundred-million-dollar downtown developments. The first comprehensive, single-volume resource designed for leaders on both sides of these conversations, The New American College Town includes action plans, lessons learned, and pitfalls to avoid in developing transformative relationships between colleges and their extended communities. Contributors: Robert C. Andringa, Aaron Aska, Beth Bagwell, Katherine Bergeron, Kelly A. Cherwin, Phillip DiChiara, Lorin Ditzler, Mauri A. Ditzler, Kevin E. Drumm, Erin Flynn, Michael Fox, Joel Garreau, Susan Henderson, Andrew W. Hibel, Patrick Hyland, Jr., Jay Kahn, James Martin, Miguel Martinez-Saenz, Fred McGrail, Kim Nehls, Krisan Osterby, Tracee Reiser, Stuart Rothenberger, Kate Rousmaniere, James E. Samels, Rick Seltzer, John D. Simon, Jefferson A. Singer, Allison Starer, Wim Wiewel, Eugene L. Zdziarski II
Make sure you’re preparing with the most up-to-date materials! Look for The Princeton Review’s newest edition of this book, The Best 387 Colleges, 2022 (ISBN: 9780525570820, on-sale August 2021). Publisher's Note: Products purchased from third-party sellers are not guaranteed by the publisher for quality or authenticity, and may not include access to online tests or materials included with the original product.
This is a timely work on a very dynamic field. It provides more than 40 best practice case studies from nearly half the states in America, and discusses current and evolving trends in the relations between educational institutions and cities, towns and other municipalities. The schools include public and private universities and colleges, public school districts, and other local school systems. Case studies examine current and evolving state-of-the-art practices. Appendices include a glossary; regional, national and international resource directories; bibliographic sources; model agreements and documents; a state municipal league directory; a state public library directory; and a summary of distance learning resources. The handbook is indexed. The future of America's cities and schools depends upon the proper management of resources through the use of state-of-the-art town-gown planning practices. Both public officials and taxpayers, faculties, as well as students, benefit from town and gown best practices.
In the last quarter of the twentieth century, urban colleges and universities found themselves enveloped by the poverty, crime, and physical decline that afflicted American cities. Some institutions turned inward, trying to insulate themselves rather than address the problems in their own backyards. Others attempted to develop better community relations, though changes were hard to sustain. Spurred by an unprecedented crime wave in 1996, University of Pennsylvania President Judith Rodin knew that the time for urgent action had arrived, and she set a new course of proactive community engagement for her university. Her dedication to the revitalization of West Philadelphia was guided by her role not only as president but also as a woman and a mother with a deep affection for her hometown. The goal was to build capacity back into a severely distressed inner-city neighborhood—educational capacity, retail capacity, quality-of-life capacity, and especially economic capacity—guided by the belief that "town and gown" could unite as one richly diverse community. Cities rely on their academic institutions as stable places of employment, cultural centers, civic partners, and concentrated populations of consumers for local business and services. And a competitive university demands a vibrant neighborhood to meet the needs of its faculty, staff, and students. In keeping with their mission, urban universities are uniquely positioned to lead their communities in revitalization efforts, yet this effort requires resolute persistence. During Rodin's administration (1994-2004), the Chronicle of Higher Education referred to Penn's progress as a "national model of constructive town-gown interaction and partnership." This book narrates the challenges, frustrations, and successes of Penn's campaign, and its prospects for long-term change.
Across America, universities have become big businesses—and our cities their company towns. But there is a cost to those who live in their shadow. Urban universities play an outsized role in America’s cities. They bring diverse ideas and people together and they generate new innovations. But they also gentrify neighborhoods and exacerbate housing inequality in an effort to enrich their campuses and attract students. They maintain private police forces that target the Black and Latinx neighborhoods nearby. They become the primary employers, dictating labor practices and suppressing wages. In the Shadow of the Ivory Tower takes readers from Hartford to Chicago and from Phoenix to Manhattan, revealing the increasingly parasitic relationship between universities and our cities. Through eye-opening conversations with city leaders, low-wage workers tending to students’ needs, and local activists fighting encroachment, scholar Davarian L. Baldwin makes clear who benefits from unchecked university power—and who is made vulnerable. In the Shadow of the Ivory Tower is a wake-up call to the reality that higher education is no longer the ubiquitous public good it was once thought to be. But as Baldwin shows, there is an alternative vision for urban life, one that necessitates a more equitable relationship between our cities and our universities.
Opening the Doors is a wide-ranging account of the University of Alabama’s 1956 and 1963 desegregation attempts, as well as the little-known story of Tuscaloosa, Alabama’s, own civil rights movement. Whereas E. Culpepper Clark’s The Schoolhouse Door remains the standard history of the University of Alabama’s desegregation, in Opening the Doors B. J. Hollars focuses on Tuscaloosa’s purposeful divide between “town” and “gown,” providing a new contextual framework for this landmark period in civil rights history. The image of George Wallace’s stand in the schoolhouse door has long burned in American consciousness; however, just as interesting are the circumstances that led him there in the first place, a process that proved successful due to the concerted efforts of dedicated student leaders, a progressive university president, a steadfast administration, and secret negotiations between the U.S. Justice Department, the White House, and Alabama’s stubborn governor. In the months directly following Governor Wallace’s infamous stand, Tuscaloosa became home to a leader of a very different kind: twenty-eight-year-old African American reverend T. Y. Rogers, an up-and-comer in the civil rights movement, as well as the protégé of Martin Luther King Jr. After taking a post at Tuscaloosa’s First African Baptist Church, Rogers began laying the groundwork for the city’s own civil rights movement. In the summer of 1964, the struggle for equality in Tuscaloosa resulted in the integration of the city’s public facilities, a march on the county courthouse, a bloody battle between police and protesters, confrontations with the Grand Wizard of the Ku Klux Klan, a bus boycott, and the near-accidental-lynching of movie star Jack Palance. Relying heavily on new firsthand accounts and personal interviews, newspapers, previously classified documents, and archival research, Hollars’s in-depth reporting reveals the courage and conviction of a town, its university, and the people who call it home.
"This book draws on case studies that explore the role that technological innovation, guided by entrepreneurialism in higher education, can have on economic development and urban change. This framework of sociological analysis, with illustrative cases of successes and failures, provides insights into the transformational power of higher education in the built environment. The book's target audience includes university administrators, board members and regents, local and state government officials, and entrepreneurs"--
Leadership matters more than ever in this turbulent moment in American higher education. During these unprecedented times, glaring internal inefficiencies, communication breakdowns, and an overriding sense of cultural inertia on many campuses are too often set against a backdrop of changing consumer preferences, high sticker prices, declining demand, massive tuition discounting, aging infrastructure, technological and pedagogical alternatives, and political pressure. Strategic leadership in such a complex environment needs to be exercised in nuanced ways that differ from those embraced by corporate cultures. In Leadership Matters, W. Joseph King and Brian C. Mitchell argue that the success of higher education institutions depends on strategic leaders who can utilize the strengths of their institutions and leaders to balance internal pressures, shifting demographics, global education needs, and workforce preparation demands beyond the college gates. Drawing on their extensive experience, the authors guide senior administration, trustees, and presidents on how to lead during immense financial, demographic, and social challenges. King and Mitchell believe that, to survive, colleges must be well run—flexible, effective, and forward thinking. The authors begin with a fundamental premise—that colleges and universities must evolve and adapt by modernizing their practices, monetizing their assets, focusing on core educational strategies, and linking explicitly to the modern world. Discussing a broad range of leadership positions, including presidents, provosts, and board chairs, Leadership Matters touches on strategic planning, management and operations, stakeholder relations, campus and community, accreditation and athletic conferences, and much more. The authors offer an optimistic assessment based upon frank and stark conclusions about what colleges must do—and must not do—to remain relevant in the coming decades.
