The Carnegie Engagement Classification is designed to be a form of evidence-based documentation that a campus meets the criteria to be recognized as a community engaged institution. Editors John Saltmarsh and Mathew B. Johnson use their extensive experience working with the Carnegie Engagement Classification to offer a collection of resources for institutions that are interested in making a first-time or reclassification application for this recognition. Contributors offer insight on approaches to collecting the materials needed for an application and strategies for creating a complete and successful application. Chapters include detailed descriptions of what happened on campuses that succeeded in their application attempts and even reflection from a campus that failed on their first application. Readers can make use of worksheets at the end of each chapter to organize their own classification efforts.

The Carnegie Engagement Classification is designed to be a form of evidence-based documentation that a campus meets the criteria to be recognized as a community engaged institution. Editors John Saltmarsh and Mathew B. Johnson use their extensive experience working with the Carnegie Engagement Classification to offer a collection of resources for institutions that are interested in making a first-time or reclassification application for this recognition. Contributors offer insight on approaches to collecting the materials needed for an application and strategies for creating a complete and successful application. Chapters include detailed descriptions of what happened on campuses that succeeded in their application attempts and even reflection from a campus that failed on their first application. Readers can make use of worksheets at the end of each chapter to organize their own classification efforts.

This handbook is designed to help departments develop strategies for including community-based work in their teaching and scholarship, making community-based experiences a standard expectation for majors, and encouraging civic engagement and progressive change at the departmental level. It acts as both a resource and a curriculum, assisting others in replicating the Engaged Department Institutes offered nationwide by Campus Compact. The toolkit comes with a CD-ROM with key information from the text as well as PowerPoint slides and sample documents that can be adapted to meet the needs of individual departments.

There seems to be renewed interest in having universities and other higher education institutions engage with their communities at the local, national, and international levels. But what is community engagement? Even if this interest is genuine and widespread, there are many different concepts of community service, outreach, and engagement. The wide range of activity encompassed by community engagement suggests that a precise definition of the “community mission” is difficult and organizing and coordinating such activities is a complex task. This edited volume includes 18 chapters that explore conceptual understandings of community engagement and higher education reforms and initiatives intended to foster it. Contributors provide empirical research findings, including several case study examples that respond to the following higher educaiton community engagement issues. What is “the community” and what does it need and expect from higher education institutions? Is community engagement a mission of all types of higher education institutions or should it be the mission of specific institutions such as regional or metropolitan universities, technical universities, community colleges, or indigenous institutions while other institutions such as major research universities should concentrate on national and global research agendas and on educating internationally-competent researchers and professionals? How can a university be global and at the same time locally relevant? Is it, or should it be, left to the institutions to determine the scope and mode of their community engagement, or is a state mandate preferable and feasible? If community engagement or “community service” are mandatory, what are the consequences of not complying with the mandate? How effective are policy mandates and university engagement for regional and local economic development? What are the principal features and relationships of regionally-engaged universities? Is community engagement to be left to faculty members and students who are particularly socially engaged and locally embedded or is it, or should it be, made mandatory for both faculty and students? How can community engagement be (better) integrated with the (other) two traditional missions of the university—research and teaching? Cover image: The Towering Four-fold Mission of Higher Education, by Natalie Jacob

This book, offered by “practitioner-scholars,” is an exploration and identification of the knowledge, skills, and dispositions that are central to supporting effective community engagement practices between higher education and communities. The discussion and review of these core competencies are framed within a broader context of the changing landscape of institutional community engagement and the emergence of the Community Engagement Professional as a facilitator of engaged teaching, research, and institutional partnerships distinct from other academic professionals. This research, conducted as part of Campus Compact’s Project on the Community Engagement Professional, seeks to identify the shared knowledge and practices of Community Engagement Professionals by looking to empirical practice literature. Chapters include an exploration of competencies applicable to those in Community Engagement Professional roles generally, and also to those specializing in specific areas such as faculty development, partnership facilitation, and other areas of responsibility. The authors trace the evolution of engagement administration over time and the role of those facilitating community-campus engagement toward a “Second Generation” professional who is at once a “tempered radical, transformational leader, and social entrepreneur.” Central to the work is a presentation of the core competency findings, along with suggestions for continued exploration. Dostilio and her colleagues argue that Community Engagement Professionals should claim a professional identity grounded in a set of core competencies, values, and knowledge, and through association with a community of scholar practitioners similarly dedicated. Additional work to understand and empower Community Engagement Professionals in their role as distinct from other higher education professional types will enable both broader impact for institutions and communities now with a view to prepare those coming to the role for a dynamic and demanding environment without distinct boundaries.

Leading scholars of engagement analyze data from the first wave of community-engaged institutions as classified by the Carnegie Foundation for the Advancement of Teaching. The analyses collectively serve as a statement about the current status of higher education community engagement in the United States. Eschewing the usual arguments about why community engagement is important, this volume presents the first large-scale stocktaking about the nature and extent of the institutionalization of engagement in higher education. Aligned with the Carnegie Community Engagement Classification framework, the dimensions of leading, student learning, partnering, assessing, funding, and rewarding are discussed. This volume recognizes the progress made by this first wave of community-engaged institutions of higher education, acknowledges best practices of these exemplary institutions, and offers recommendations to leaders as a pathway forward. This is the 147th volume of the Jossey-Bass higher education quarterly report series New Directions for Higher Education. Addressed to presidents, vice presidents, deans, and other higher-education decision-makers on all kinds of campuses, New Directions for Higher Education provides timely information and authoritative advice about major issues and administrative problems confronting every institution.

This book examines how the University of Arizona and community colleges can fuel growth and create high quality jobs in an area that ranks near the bottom third of US cities in per capita income.