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History & Mission

Mission

ASU-Newport will provide accessible, affordable, innovative learning opportunities that transform lives and strengthen the regional economy. 

Vision

Empowering Individuals. Advancing Communities

Values

ASUN's core values of belonging, compassion, diversity, innovation, and integrity shall drive our institutional priorities and goals.

 

 

The History of

91Ӱ - Newport

About ASUN

91Ӱ-Newport (ASUN) has a rich history and a promising future. Initially established as White River Vocational Technical School, the institution was accredited on April 19, 1989, and later merged with ASU-Beebe in 1991. This transition was crucial during a period of economic downturn, highlighting the need for retraining in the region. On April 21, 2000, ASUN gained stand-alone status, contingent upon certain conditions, including appointing a Chancellor and achieving independent accreditation by 2006.

There comes a point in any institutional journey when reflection is not only called for, but essential.  For organizational efficiency, relevancy and credibility, introspection encourages thinkers to fully assess both positives and negatives with a full dose of reality.  I have immense respect for historians, and their mantra that, “no person owns history, we simply preserve it for generations to come.”  Thoughtful sentiments, but nonetheless words that deserve credence when pondering decisions, or charting future actions.  The history of any institution, whether large or small, is filled with ebbs and flows, much like every other aspect of life.   Successful institutions are organic.  They remain truly attuned to the demographics around them, and have the capacity to alter, adjust or simply evolve in order to survive.  They also mirror the combined dreams, goals and aspirations of larger constituent groups, both internally and externally, who imbue passion and dynamic thinking into any situation.  While one aspect of success will always be attributed to strategy, it is also a matter of drive, perseverance as well as an understanding of mission and vision.  ASU-Newport is a place with a distinct past, worthy of note, but also a bright future which reflects the dreams, goals and aspirations of numerous individuals, both past and present.  To fully understand this institution, one must take a brief glance backward into the historical perspective that has molded its’ destiny.  

91Ӱ-Newport presents a past, present and future impacted by geographic region.  The Delta remains that most unusual of descriptors which may be effectively used as both an adjective and a noun.  An area filled with farming hamlets, rice fields, mosquitos, back roads and “critters” of all sorts.  A unique cultural tapestry emerges from this area; one that creates a distinctive brand of people, with specialized needs for education, training and outreach, but also possessing a societal approach to living that can exhibit both positive and negative attributes.   Agriculture remains that most stable of characteristics.  Delta history, much akin to the history of many locales, is linked to times of significant expansion, quick decline coupled with massive societal unrest.  Its survival may be in large part attributed to adaptation.  The region is rich in diverse backgrounds, compelling folk lore and abject prejudice.   It is also home to some truly impactful literature, stirring blues and delectable cuisine.

Newport, Arkansas is such a community.  Nestled squarely in the Delta, it was an area that benefited from river and rail access, and is the county seat of Jackson County.  As with all southern towns, a certain vibrancy and unique cultural identity emerged.  While agriculture was still a thriving aspect of the regional economy, a very brisk entrepreneurial spirit surfaced supported by a downtown region boasting a well-developed merchant sector characterized by small independently owned family businesses for which trade was the life blood.  Much like other regions in the agricultural South, things moved at a slightly slower pace, and new ways of thinking and operating (also known as change), was often viewed with a bit of disdain, or at the very least suspicion.   Any given Saturday, on Main Street, an individual could find much of the population journeying to town from the country to purchase goods, visit friends or engage in just a bit of fun.  It was a cultural staple which could be observed in many smaller American towns, and one that evoked and still evokes a distinct nostalgia among residents.

The history of Newport, and, inadvertently of ASU-Newport, was changed forever with the advent of World War II.  As the United States entered a second great global military involvement, the nation began to mobilize its internal resources to enhance the war effort.  An active airbase was created in Newport with support garnered by Governors Carl Bailey (1937-1941), Homer Atkins (1941-1945) and Congressman Wilbur D. Mills (1939-1977).  The results were dramatic.  The population of the city doubled, from roughly 4,300 pre-war population to over 9,000 in the height of the conflict, supporting a vibrant military community as well as a thriving industrial sector.  By the time the lands encompassing the airbase were deeded to the city of Newport in 1947, it had attracted various individuals of differing backgrounds to the area, some of whom remained at war’s end, adding to the cultural kaleidoscope of the region.  The legacy of the Newport Airbase would play a significant role in the history of ASUN for past, present and future generations.  The need for industry, and industrial training would not soon vanish. 

As Newport settled into the post war years, it enjoyed much of the same prosperity the rest of America experienced.  While agriculture remained a primary economic endeavor, new and burgeoning industry throughout the 1950s and 60s demanded a trained workforce with specialized skills. The advent of technology brought to play the need for specialization and sometimes retraining to attract and retain a skilled workforce. New families moved to town to pursue the American dream.  One of these young families were Sam and Helen Walton, who later went on to create business history with Walmart fame.   All of their children, save one, was borne in Newport. The Walton’s were just one of many young families that fostered lives in the Newport community.    As the population increased, and new businesses flourished a burgeoning economy of the 1970s emerged.

In 1976 a group of local business/political leaders cut the ribbon on what had been a dream for many concerned citizens in Jackson County; White River Vocational Technical School.  The hope was to provide for young women and men an educational option after high school to continue their professional desires and enhance career opportunities.  As training and re-training became paramount, this entity would play a significant role in the economic and workforce development of the county.  During the early years it was composed of  fewer than 30 full-time employees and boasted programs of study such as automotive technology, diesel mechanics, nursing and adult basic education.  For some time, the organization flourished based upon the fortunes of the county and region it comprised.   As with many vocational technical schools, a unique culture emerged which was almost familial in nature, nurturing to students while somewhat isolated from the outside world.  As with all organizations, things were destined to change.

The 1980s and early 1990s saw a turbulent change in not only the economy of the region, but, a shift to a vast and very different industrial flow for the county.  Agriculture, always uncertain, became even more so, and the industrial base declined as more and more businesses fell prey to a differing economic marketplace.  It was at this point that the history of White River Vocational Technical School changed dramatically, with a series of connections and associations that would forever alter the dynamic of the institution. 

91Ӱ-Newport has experienced a very unique legacy in relation to not only its internal organizational structure, but also with regard to accreditation through the Higher Learning Commission.  These phases have impacted the institution in numerous ways.  As mentioned earlier, prior to being named ASU-Newport, the organization was known as White River Vocational Technical School, receiving accreditation April 19, 1989 through the Commission on Schools of the North Central Association of Colleges and Schools.  In 1991, the Arkansas Legislature passed Act 1244 which merged White River Vocational Technical School with ASU-Beebe.  ASU-Newport was then accredited through ASU-Beebe by the North Central Association of Colleges and Secondary Schools, as a satellite campus.  These were very interesting and evolving years for not only the institution, but the entirety of Jackson County as well.  Given the economic changes transpiring, complete with a significant economic downturn, there emerged a significant need for retraining and repurposing of skill sets among individuals.  As with all institutions of higher education, drive, passion and mission have wonderful results.  The success of this small former vocational technical school during the 1990s into the turn of the century could be attributed to a keen connection to local needs, creative thinking and an amazing amount of “sweat equity.” 

As a result of these unique circumstances, like children reaching a degree of adulthood, the university community was informed on April 21, 2000, that the Arkansas Board of Higher Education gave its approval to become a stand-alone institution.  In a stirring speech addressing the Arkansas Higher Education Coordinating Board, acting Director Robert Stiger addressed the vision and perseverance of not only the Newport community, but faculty and staff that had led to this particular moment. His words rang true, as several chartered buses of Jackson County citizens followed the dream to Russellville to lend their support to this initiative.   Stand along status was contingent upon the following:

  1. The President and Board of Trustees of 91Ӱ would create the position of Chancellor of the Chief effective officer of ASUN
  2. ASUN would have a separate budget appropriation
  3. ASUN would gain HLC accreditation no later than May 1, 2006

The 83rd General Assembly of the Arkansas Legislature passed Act 297 into law, February 19, 2001 creating a separate budget appropriation for ASUN effective July 2, 2001.  ASU-Newport’s first Chancellor, Dr. Larry Williams assumed his post, November 1, 2001, with a laundry list of initiatives to cover as ASUN entered this exciting, but extremely scary position as an independent institution.  The accreditation process began with a site visit April 1-3, 2002 with ASUN receiving initial accreditation for a five year period for stand-alone status.  The unique dream of independence was here, but, as with all initiatives, it brought serious responsibilities.

The first decade of the twenty first century was indeed a bustling time for ASU-Newport.  The institution boasted new leadership, expanded initiatives and a renewed sense of purpose.   The organization was involved in endeavors that ran the gamut from the successful passage of a dedicated revenue stream for the college, to the creation of cutting edge programs such as High Voltage Technology, Surgical Technology and Hospitality Management.  Student assistance initiatives such as the Student Emergency Fund, Career Pathways, and Stand-Alone Financial Aid were enacted as well as cultural endeavors such as Travel Study Initiatives, Patron Series and the addition of facilities to enhance student learning and community involvement.  New positions and administrative hierarchy were created to meet the demands of an evolving institution and more adequately address student needs. 

One of the pivotal changes in the history of ASU-Newport occurred in 2007, when ASUN assumed operational responsibility for two site campuses.  One located in Jonesboro, and the second in Marked Tree.  These institutions had previously been under the jurisdiction of A-State in Jonesboro, however, the mission, vision and values of ASUN more closely aligned with the actual purpose of these institutions.  Several years of observation, clarification of processes and updates to more closely align to an academic model followed, with amazing results, as a one-time branch campus acquired branches of its own.  Numerous renovation projects, as well as further curricular alignments occurred which would ensure a solidarity of purpose and enhanced efficiencies. 

With the retirement of Dr. Larry Williams in 2013, and the selection of a new Chancellor, Dr. Sandra Massey, the institution entered yet another phase of development.  Dr. Massey, the first female Chancellor in the ASU-System, accomplished more than shattering a glass ceiling, she ushered to ASUN a new process of thought, and a desire for consistency among campuses with a strong and very real element of the human condition.  Dr. Massey’s legacy was truly one of introspection and clarification to ensure that either in practice, process or protocol there was a similarity of campus structure and function.   If Dr. Williams’ tenure was defined by building a college, Dr. Massey’s was characterized by nurturing a college to its fullest potential. 

Academic program enhancement is the life blood of an instructional community.   ASU-Newport is consistently assessing and searching for modalities to better serve students.  Training in such methods as online delivery options, coupled with different course management delivery systems to better serve students and collect data, only testify to a commitment to provide the most effective educational opportunity possible.  In addition, for the past two decades, the institution has consistently added programs and services and buttressed them with the infrastructure and external investment through advisory committees.  These academic partnerships have paved the way to ensure outreach through which valuable information is gleaned.

One of the most critical elements in promoting institutional effectiveness is the allocation of resources in a manner that is effectively aligned with an organizations mission, goals and strategic priorities.  91Ӱ-Newport promotes a process that involves a broadly-based inclusion and communication while fully integrating the budgetary process with the goals of the college.  In 2015, ASUN moved from a system of incremental or historical budgeting to a zero-based budgeting model.  The process ensured that new or additional resource requests are given the due diligence needed to fund the initiatives that support the mission while keeping education affordable, and ensuring the most effective and stable economic base for the institution.  This process also allows the institution to better provide programs and services needed in the communities it serves and to be responsive to industry needs in facilitating economic development.  In fiscal year, 2016, the strategic budgeting method was directly linked to and aligned with the strategic plan and all strategic priorities to ensure accountability, assessment of resource allocation, and a mission-focused budgeting process.  The institution also consistently evaluates costs and fiscal commitments to ensure that effective and strategic budgeting is always a main concern.  The addition of solar panels is one example of a cost cutting measure that has dramatically reduced energy costs throughout the institution.  

91Ӱ-Newport maintains a “one-college, multi-location” philosophy, which ensures the quality and consistency of its administrative procedures, academic programs and student services.  The institution provides access to the full array of student services through staff based at each location or through staff who travel from another locale.  Personnel from the central administrative offices are not only housed at each site, but regularly travel to each campus to deliver needed services and to provide additional information, support and assessment of service offerings.  The planning, prioritizing, budgeting and resource allocation processes for all academic programs and student services for all locations are coordinated through these offices with direct input from the deans, directors, program coordinators, faculty and staff. 

The third decade of our institutional existence may be defined by many metrics; as always, the expansion of programs, people and reach; the exploration of existing opportunities and partnerships coupled with the unique niches that present themselves.  Navigating one’s institutional pathway is always a great challenge, and one of the unique obstacles associated with being part of a larger system is brand identity.  ASU-Newport, although an operationally separate entity within the ASU System, is also approximately thirty miles from a much larger system school.  The identity, as well as institutional colors, paralleled theirs, and since our names were similar, significant amounts of confusion ensued.  A point of distinction and clarification was essential.  After significant dialogue and discussion among leadership of the college, it was decided in summer 2018 to rebrand and remarket the institution with not only different colors, but introduce a mascot into the mix that would further solidify the marketable image of the institution.  Once again, the rich history of the region, especially the impact of the airbase in Newport history, came to play…..and ASU-Newport became known as The Aviators with a World War II fighter pilot named ACE to lead as mascot.   This decision paid homage to a significant part of Newport history, but, also a pivotal time and place in the region’s past.  Fall 2018 saw large celebrations welcoming ACE and introducing this new and exciting development to all three campus communities.  ACE, complete with the branding and history surrounding him, has been a collective hit, and the new color scheme that utilized Aviator Blue and Silver has truly set  ASUN apart and crafted and a new and exciting marketing identity. 

Institutions enjoy a unique collective rhythm all their own.  Generally guided by an academic or institutional calendar, certain parts of the year have characteristics all their own.  91Ӱ-Newport was no different.  As the institution began the 2019-2020 term, there was as usual a vibrancy and excitement in the air.  As late summer morphed to late fall and early winter, the  events and occurrences that marked the weeks, months and semesters continued with a pattern that was very familiar, or to use a word that would eventually bear a greatly nostalgic ring….. Normal.  Nothing could truly prepare any college campus for what was to transpire in March, 2020.   ASU-Newport had a very crafted and deliberate emergency response plan, complete with plans for continuity of services in a variety of situations, however with the onset of COVID 19, and the emergence of remote work in spring 2020, the institution entered a new phase of operations.  Never before could anyone imagine the need to pack up spaces and computers, shut down offices and move work to home.  In a matter of one week, with governmental offices temporarily closing, and effectively a nation adhering to stay-at-home orders, ASUN entered a state of remote operations.  Living rooms became offices, labs and board rooms and such terms as zoom, go to meeting, and Microsoft teams became household daily components of the working process.  As with all effective adaptations, ASUN not only survived, but thrived.  Formal and informal means of communications ensued, and as the globe faced a colossal health crisis, ASU-Newport continued to serve the needs of students, faculty, staff and the community; just in a different manner.

Globally, the year 2020 was dramatically different than anyone could have ever imagined.  The same could be said for ASU-Newport.  Surviving the end of the spring semester, via virtual courses, commencements and meetings was drawing the innovative spirit from even the most creative of professional career veterans.  By fall, through a re-phased entry plan, ASUN was able to repopulate campuses using a tiered approach of social distancing, symptoms monitoring and contact tracing to ensure the safe continuation of services.  Amid this most unique of years, our second Chancellor Dr. Sandra Massey announced her retirement, effective December 31, 2020.  Dr. Massey’s leadership, coupled with the combined efforts of an institutional community committed to student safety and success, had encouraged and empowered ASUN to endure this pandemic situation.

Nothing is more critical to an institutional community than the selection of a leader.  ASUN tackled this initiative in the middle of a pandemic with efficiency, safety and creativity; the same attributes that had been utilized in allowing the continuation of services.  Through a selection process in conjunction with ASU System guidance, Dr. Johnny. M. Moore was selected as the third Chancellor of ASU-Newport.  Much akin to Dr. Massey’s trailblazing efforts with regard to gender, Dr. Moore represented the first African American to be selected as Chancellor in any ASU System institution.  Dr. Moore’s ascension to office signalized a vitality of spirit and optimism.  Coupled with scientific efforts that encouraged a return to something resembling familiarity for the institution, ASU-Newport ended the academic year, 2021 with a socially distanced, in person commencement; a mighty step in a world that had been almost completely virtual for over a year!

Spring, 2023, witnessed the history of ASUN taking a new and exciting turn. In March of that year, ASU-Newport was approved by the National Junior College Athletic Association (NJCAA) to offer women's softball and men’s basketball.  The addition of Aviator Athletics is a testament to the institution's commitment to foster a well-rounded educational as well as leadership experience for its students. This endeavor marked a pivotal moment in the college's journey, as it provided a platform for aspiring student athletes to showcase their talents, hone their leadership skills, and enjoy yet another facet in their educational path.  With this newfound affiliation, ASU-Newport not only charted new ground for its future, but also strengthened its sense of community and school spirit. This move was met with significant excitement.  These associations will provide an indelible imprint to the college’s legacy, while remaining a source of pride and inspiration for students, faculty, and the local community alike.

 91Ӱ-Newport looks vastly different emerging into the third decade of the twenty-first century than it did as a small vocational technical school, or a branch campus of a larger two-year college.  New facilities house state-of-the art programs; new faces share the eagerness and optimism connected to opportunity; new initiatives challenge and draw the very best faculty, staff and students have to offer.  However, some things remain the same; the empowerment of students to obtain their dreams; the chance for young professionals to achieve career goals unimaginable; the desire to impact positive results for shareholders and the community.  These goals will never change.  Eighty years ago, the skies were abuzz with the activity and vibrancy of aviators ensuring the American dream was kept alive against threats.  Today, ASUN Aviators still patrol the region; this time, in search of knowledge and the life changing skills necessary to forge a new existence for themselves.  They remain keeping the dream live…..flying high and navigating new horizons.