TY - JOUR
T1 - A model for creating engaged land-grant universities
T2 - Penn State's engagement ladder model
AU - Aronson, Keith R.
AU - Webster, Nicole
N1 - Funding Information:
Step 1: Strategic vision Integration of teaching, research, & outreach to inform each other and maximize the use of scarce University resources Develop a scholarship of relevance Bridge gaps between, research, practices, and policies Step 2: Organize for engagement Increase physical presence of the University in communities Create reciprocal connectivity to communities Establish institutes, consortia, and relevant centers Reward inter-disciplinary activity with communities Share credit on extramural funding Step 3: Faculty buy-in Institutes, consortia, centers Public scholars Community based learning & teaching (service-learning) Step 4: Student empowerment Seeking outlets for engagement Activists for socially relevant education Civil disobedience Seeing tangible responses from the University Step 5: Community partnering Flexibly adopting appropriate/needed role with community Capitalizing on pre-existing community relationships of Penn State Outreach Collaborative relationship between faculty and Outreach
PY - 2007/3
Y1 - 2007/3
N2 - The original mission of the state and land-grant university was to engage with communities to solve problems and improve the quality of life for the citizenry. Today most state and land-grant universities have moved far away from their original mission and are struggling to become engaged with the communities they serve. In this case study, we highlight some of the steady progress toward engagement that has recently occurred at The Pennsylvania State University. We catalogue how strong vision and leadership; infrastructure reorganization; and the active involvement of faculty, students, and community partners have revitalized the land-grant mission at Penn State.
AB - The original mission of the state and land-grant university was to engage with communities to solve problems and improve the quality of life for the citizenry. Today most state and land-grant universities have moved far away from their original mission and are struggling to become engaged with the communities they serve. In this case study, we highlight some of the steady progress toward engagement that has recently occurred at The Pennsylvania State University. We catalogue how strong vision and leadership; infrastructure reorganization; and the active involvement of faculty, students, and community partners have revitalized the land-grant mission at Penn State.
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U2 - 10.1007/s10755-006-9031-7
DO - 10.1007/s10755-006-9031-7
M3 - Review article
AN - SCOPUS:33845682455
SN - 0742-5627
VL - 31
SP - 265
EP - 277
JO - Innovative Higher Education
JF - Innovative Higher Education
IS - 5
ER -