When Michael Crow became president of Arizona State University in July 2002, the watch began almost immediately: How quickly would he use ASU as a springboard to a bigger and better job? It hasn't happened. Crow said he had a ten-year plan for "the new American university" and he has been as good as his word. Crow was one of the three people that progressive Arizonans vested their faith in during those hopeful years. Janet Napolitano played defense against the Kookocracy, but abandoned the governor's office to become President Obama's Secretary of Homeland Security with little left behind as a legacy. Phoenix Mayor Phil Gordon suffered a lost weekend of a second term, badly downgrading any assessment of the man in full. I always thought it was a sign of Arizona's unhealthy lack of private-sector stewards that all three stars were on the public payroll, but such was the case. Only Crow, to many the least likely, stuck and kept faith.
Crow was dealt a bad hand, if a very good salary: The Legislature had been cutting general-fund appropriations to the universities since the 1980s and was virulently anti-education. The state constitution mandated that ASU, especially, take virtually every qualified in-state student without giving it the means to pay for this obligation. The university had grown into a gargantuan thing. It had few friends at the capitol as opposed to, say, the University of Texas at Austin, Texas A&M and the University of North Carolina at Chapel Hill. Yet even Crow's critics must admit he played this hand masterfully. It wasn't long after his arrival that the UofA, which always considered itself "the university," was enviously muttering, "We wish we had a Michael Crow."
The vision of a New American University was buttressed around finding new revenue. I learned this early, when Crow asked me how ASU could be of more help in illuminating the economy. I sent him a list of some 30 indicators that were not tracked in the echo chamber of population growth and construction permits. This ended up in the economics department where the mandate was to produce it, and find a way to sell it.
