TitleThe transformation of metropolitan universities
NameHill, Diane (author), Powell, Arthur B. (chair), Sadovnik, Alan R. (internal member), Backstrand, Jeffrey R. (internal member), Waters, Judith A. (outside member), Rutgers University, Graduate School - Newark,
Community development--New Jersey--Newark--Case studies,
Education, Higher--Activity programs--New Jersey--Newark--Case studies,
DescriptionDuring the past decade, urban colleges and universities have been undergoing changes attributable to the reemergence of outreach initiatives. More recently, these outreach efforts have been specifically designed to increase community engagement among faculty and students and to lend the institution’s scientific, policy and social service expertise to improve the metropolitan areas where they are located. Metropolitan universities are increasingly becoming the source of viable engagement initiatives by linking their scholarly resources to community residents and practitioners. Through a case study of Rutgers-Newark campus, this researcher constructed a historical narrative by tracing community engagement on the campus within a forty-year period, from the late 60's through the year 2010. Also, this researcher used a small, select sample of faculty and administrators whose contributions were significant in elucidating key elements that should be considered by institutions as they redesign their missions to support and institutionalize engaged scholarship, research and teaching. This study was guided by the following research question: How has Rutgers-Newark's commitment to community engagement evolved since the 1967 Newark disorders? The study revealed how community engagement can evolve within tertiary educational institutions in urban settings and, regarding the Rutgers-Newark campus, concludes that the following three major factors influenced the advancement of community engagement: leadership, vision and mission. Visionary leadership was a key factor, if not the key in advancing community engagement at the institution; leadership that understands the value of connecting the human and scholarly assets of the institution to the city can serve as a catalyst for advancing community engagement; effectively articulating the integration of this concept into the institutional mission. Furthermore, the results of this study indicate policy implications for university officials, administrators, faculty, and other stakeholders in higher education for understanding and supporting community engagement. Recommendations made offer additional insights to understand how to advance community engagement at metropolitan tertiary institutions.
NoteIncludes bibliographical references
Noteby Diane Hill
CollectionGraduate School - Newark Electronic Theses and Dissertations
Organization NameRutgers, The State University of New Jersey
RightsThe author owns the copyright to this work.