ASU Herberger Institute grad discovers a passion for Latin American art


May 2, 2017

Editor’s note: This is part of a series of profiles for spring 2017 commencement. See more graduates here.

During her undergraduate career, 22-year-old Angelica Fox worked with an array of arts organizations across the Valley; she spent one semester with City of Tempe Public Art, three months with the Phoenix Art Museum and eighteen months with the ASU Art Museum.  Photo by Eunice Beck Photography Angelica Fox is graduating with a Bachelor of Arts in Art History and Bachelor of Arts in Museum Studies from the ASU School of Art in the Herberger Institute for Design and the Arts. Photo by Unice Beck Photography Download Full Image

But she didn’t always envision herself working in the arts.

An internship in the digital media department at the Metropolitan Museum of Art in New York City really sparked her interest, she says. The Met was interested in Fox, too — she was invited back to continue the internship a second summer to help with their Heilbrunn Timeline of Art History, which recently won a 2017 Webby Award for best art website.

Now, she says, she’s hooked and plans to continue pursuing a career as a curator or art history academic. After working closely with curators Julio Cesar Morales and Heather Sealy Lineberry at the ASU Art Museum on the exhibition “Energy Charge: Connecting to Ana Mendieta,” her newfound passion is Latin American art. Fox is graduating with a Bachelor of Arts in Art History and Bachelor of Arts in Museum Studies from the ASU School of Art in the Herberger Institute for Design and the Arts.

Question: What was your “aha” moment, when you realized you wanted to study the field you majored in?

Answer: I came into ASU as a Mary Lou Fulton [education] student. After a few weeks, I realized teaching was not for me and quickly transferred into studying history. I enjoyed this path more but felt something was still missing. After a rewarding internship at the Metropolitan Museum of Art the summer after my freshman year, I realized art was my real passion. After that summer, I switched my major to art history and have been extremely happy ever since.

Q: What’s something you learned while at ASU — in the classroom or otherwise — that surprised you, that changed your perspective? 

A: The ASU Art Museum's fall 2016 exhibition "Energy Charge: Connecting to Ana Mendieta" introduced me to sixinfluential artists that changed my perspective on identity, feminism and the body discourse that inspired both my honors thesis and desire to study the art of Latin America in graduate school.

Q: Why did you choose ASU?

A: I have lived in Tempe, Arizona my entire life and come from a family full of ASU graduates. I decided to go to ASU when I was accepted into both the prestigious Barrett, The Honors College, and Leadership Scholarship Program. 

Q: What’s the best piece of advice you’d give to those still in school?

A: I truly believe you need to invest time in your classes in order to get the most out of a college education. Yes, buy the books and read!

Q: What was your favorite spot on campus, whether for studying, meeting friends or just thinking about life?

A: I loved (in no particular order): the Design Library, the ASU Art Museum, the Secret Garden and the Architecture Studio Spaces. 

Q: What are your plans after graduation?

A: After graduation, I will continue to a Master of Arts program in modern and contemporary art history, theory and criticism from the School of the Art Institute of Chicago. 

Q: If someone gave you $40 million to solve one problem on our planet, what would you tackle?

A: I wish $40 million would be enough to solve issues like climate change, pollution or cancer. More realistically, I would use the money to help the International Center for the Arts of the Americas at the Museum of Fine Arts, Houston, with the documentation of twentieth-century art in Latin American and among Latino populations in the United States.

Communications Program Coordinator, ASU Art Museum

480-965-0014

What US health care needs most is visionary leadership, 2 experts say

New book outlines the US health-care quagmire and how it can be fixed


May 2, 2017

The American health-care delivery system is breaking. It is faltering in so many ways that it can seem like the overall system is beyond fixing. It has become contentious and politicized to the point where it is commonly fought over by politicians, debated endlessly by Americans and yet no substantive changes are enacted that address the system’s core goal — providing quality care at a reasonable cost.

The only way out of this quandary, according to a new book by two health-care leaders, is leadership itself. In “Rescuing Healthcare: A Leadership Prescription to Make Healthcare What We All Want It to Be,” Denis Cortese and Antony Bell offer a radical and overlooked solution to the dissatisfaction and confusion of the American health-care delivery system: leadership reform.  health care book cover Download Full Image

Cortese, a Foundation Professor at Arizona State University and former president and CEO of the Mayo Clinic, and Bell, CEO of Leader Development Inc., a firm that helps leaders in several sectors transform their organization, state that to get the health-care industry back on track, medical practitioners need to be empowered and given the leeway to create meaningful change in their fields. In exchange they assume responsibility and accountability for their results.

“The U.S. now spends more than $3.5 trillion each year on health care, but we get little for the money,” said Cortese, director of ASU’s Healthcare Delivery and Policy Program. “We get widely varying results across the country, and on average the U.S. is in the middle-to-lower rank among developed countries. The reason for this is because the system is a pay-for-service system. It is not a system that pays for results or is geared towards preventing problems.” 

Cortese and Bell say the way out of this is leadership, all kinds of leadership. But two types stand out: organizational and operations leadership.

On the organizational level, what is desperately needed from senior leaders — including doctors, nurses and administrative leaders and politicians — is a shared vision for health-care delivery. A clear vision would help focus the system on keeping people healthy and active, it would efficiently treat people and it would help patients with chronic conditions lead fulfilling lives while avoiding unnecessary emergency-room visits and hospital admissions. 

On the operational side, Cortese said what are needed are people who get things done and who can accomplish the goals set by the shared vision of organizational leaders.

Denis Cortese

“These are the folks who work on the front lines, deal with the details and are monitoring performance and working relentlessly toward improvements to these goals,” he said. “For example, if U.S. government leaders had a clear vision for the use of health information technology then they wouldn’t have spent more than $30 billion in the last eight years and not have interoperability of health-care IT systems.”

What a clear vision and people who can carry out that vision would mean is a uniform health-care system large enough to carry a vast number of people, yet flexible enough to develop new models of care at local and regional levels that are customized to a wide range of services and needs of patients. 

“Instead, our political leadership has spent, wasted, so much time talking about insurance for all,” Cortese said. “It’s a noble and attainable goal, but even Obamacare wasn’t designed to provide insurance for all. If our political leaders had a clear vision and shared commitment to insurance for all citizens they might address one question: Why can’t all citizens have what our government employees have?"

Federal employees have a selection of private insurance plans with varying benefit packages that individuals can chose for themselves, drugs are covered, there is support for paying the premiums for basic plans, people can pay more for more coverage if they desire. And the plan has full bipartisan support.

“So the goal for health-care insurance that could have been, and still can be, accomplished by political leaders would be to say to the American people: ‘You get what we have,’” Cortese added.   

Most importantly, the book goes beyond simply insurance. After all, getting everyone insured will not solve the fundamental problem of our health-care delivery system, which provides poor and varied results at high costs, Cortese said.

“Look at Medicare, everyone like myself, over 66 years of age has insurance coverage. Yet increasing numbers of us cannot find a doctor; we get widely variable access, outcomes, safety and service, all at an unsustainably high cost to the federal government. This has gotten to the point where financial viability of Medicare is at risk. So just having insurance does not solve the biggest problem of what do we get for the $3.5 trillion spending on health-care delivery?”   

“This is where a clear vision and strong leadership is needed,” Cortese stressed.    

“The biggest winners will be the public and the patients who benefit from new models of care that prevent problems from developing, cures us when possible, keeps us functioning well when a cure is not possible, and keeps us comfortable as we reach end of life,” he said. 

“Rescuing Healthcare: A Leadership Prescription to Make Healthcare What We All Want It to Be” is published by Morgan James Publishing.

Associate Director, Media Relations & Strategic Communications

480-965-4823