期刊名称：Journal of Higher Education Outreach and Engagement
印刷版ISSN：1534-6102
出版年度：2019
卷号：23
期号：1
页码：131-160
出版社：University of Georgia
摘要：Over the past 50 years, colleges and universities have taken on
increasingly important roles as anchor institutions in U.S. cities,
partnering with local communities to promote development
and well-being. Such community–campus partnerships rely
on the work of community engagement professionals (CEPs),
staff tasked with administering, coordinating, supporting, and
leading engagement efforts at institutions of higher education.
The preliminary competency model for community engagement
professionals (Dostilio et al., 2016) lays out the knowledge,
skills, dispositions, and commitments needed to perform this
work. However, place-based approaches to engagement have
been underrepresented in the emerging literature. The authors
contribute to this conversation with a case study of partnership
management work at University Neighborhood Partners at the
University of Utah. Through this case, we highlight key competencies
for engaging in place-based community development,
suggest additional competency areas for the model, and explore
how an understanding of CEP competencies is enriched and
complicated by staff positionality.
其他摘要：Over the past 50 years, colleges and universities have taken on increasingly important roles as anchor institutions in U.S. cities, partnering with local communities to promote development and well-being. Such community–campus partnerships rely on the work of community engagement professionals (CEPs), staff tasked with administering, coordinating, supporting, and leading engagement efforts at institutions of higher education. The preliminary competency model for community engagement professionals (Dostilio et al., 2016) lays out the knowledge, skills, dispositions, and commitments needed to perform this work. However, place-based approaches to engagement have been underrepresented in the emerging literature. The authors contribute to this conversation with a case study of partnership management work at University Neighborhood Partners at the University of Utah. Through this case, we highlight key competencies for engaging in place-based community development, suggest additional competency areas for the model, and explore how an understanding of CEP competencies is enriched and complicated by staff positionality.
