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- Creators: Walter Cronkite School of Journalism and Mass Communication
- Status: Published
Description
On Nov. 18, 2014, the Arizona State University announced its club hockey team would be elevated from club to varsity status begin in 2015-16. ASU's process lasted merely four months, spring-boarding off a July article that quoted athletic director Ray Anderson as saying all the program needed was money in order to make happen. This thesis explains what happened between that July story and the November announcement. Almost immediately the school received calls from interested donors who said they were willing to completely fund the creation of a men's hockey program. In the end, a group led by Milwaukee businessman Don Mullett donated $32 million to ASU. The thesis also explains the challenges that are still to come for ASU. Those include the arena in which ASU will play, the conference it will join, the women's sport ASU will add in order to stay compliant with Title IX and whether the program will be profitable for the University, among other things. ASU will begin play as a Division I program, the southernmost and westernmost school in the continental United States. It truly is, as Anderson wanted, an example of ASU being "entrepreneurial."
ContributorsEmerson, Justin Charles (Author) / McGuire, Tim (Thesis director) / Anderson, Doug (Committee member) / School of Politics and Global Studies (Contributor) / Walter Cronkite School of Journalism and Mass Communication (Contributor) / Barrett, The Honors College (Contributor)
Created2015-05
Description
Arizona State University experienced some of its most explosive growth in the 1960s—doubling its enrollment in just seven years, expanding many programs and adding a college of law, and significantly augmenting its physical plant. This work examines the architectural and planning development of ASU in this decade and the surrounding years, coinciding with the presidency of Dr. G. Homer Durham, in various facets. Topics covered include the pedestrianization of the university campus, land acquisition and street realignment; the construction of newer and taller buildings to accommodate and expanded student population and educational program; and efforts to improve the university’s prestige through the use of modern architecture. ASU’s physical and human growth is compared to selected peer institutions. The legacy of the 1960s at ASU is also discussed within a historic preservation context.
ContributorsHumbert, Raymond Eugene (Author) / Zygas, K. Paul (Thesis director) / Spindler, Robert (Committee member) / School of International Letters and Cultures (Contributor) / School of Politics and Global Studies (Contributor) / Barrett, The Honors College (Contributor)
Created2016-05
DescriptionBehind the Cages is a documentary that takes a detailed look at Arizona State Hockey which is considered a club, not a sport. They receive no funding from the university, so this reveals how they make it work. The link to the documentary is https://www.youtube.com/watch?v=PNEd61ocnfo
ContributorsArgeros, William Ogden (Author) / Brown, Aaron (Thesis director) / Fergus, Tom (Committee member) / Barrett, The Honors College (Contributor) / Walter Cronkite School of Journalism and Mass Communication (Contributor)
Created2014-05
Description
This report examines the transformation of downtown Phoenix businesses between 2004 and 2013. The main factors at play during that time period are the introduction of Arizona State University to the downtown area, and the construction of Valley Metro Light Rail and the bulk of data was gleaned from US Census and City of Phoenix reports. During the period of the study, downtown Phoenix saw a shift toward more restaurants and arts and away from professional, technical and financial services. Food services jumped from eight to 12 percent of total businesses, while professional services declined from 32 to 29 percent. Certain business sectors were affected by the Recession, while others were seemingly impervious to the economic downturn. Of the sectors that saw the most growth through the period, restaurants were the most highly correlated with growth in ASU enrollment at 0.95 R. Meanwhile, the total number of businesses downtown decreased slightly, representing a negative correlation with ASU. However, the decline was so slight that ASU growth fails to account for the stagnation. Light rail ridership in the downtown area is not, on its own, highly correlated with downtown business growth. Only the Van Buren Junction, which includes both the Central and 1st Avenue stops, shows the same degree of correlation with businesses as ASU enrollment. Growth in ridership at the Van Buren Junction represents the vast majority of light rail growth in the area, and it is almost entirely linked to the spike in ASU enrollment. This suggests that ASU enrollment is a much more significant driver of business transformation than light rail. Neither ASU nor light rail can explain the totality of every shift in the downtown business landscape, but in certain sectors, namely restaurants and the arts, the extremely high correlations suggest a near indisputable connection. Because this system does not allow for the upload of excel, appendixes are available at: https://drive.google.com/folderview?id=0B6y9cOb9sqVnMHdzalNOSmxuZFE&usp=sharing
ContributorsArbon, Travis Michael (Author) / Doig, Stephen (Thesis director) / Daugherty, David (Committee member) / Walter Cronkite School of Journalism and Mass Communication (Contributor) / Barrett, The Honors College (Contributor)
Created2015-12