Report of the Community Engagement Task Force


The following is a summary of the recommendations made by the Community Engagement Task Force. To read the full report, please visit the Chancellors Campus Report page.

In 2013 the University of Washington Bothell formally adopted a community engagement mission statement:
As a regionally accountable public university, the University of Washington Bothell is committed to building and sustaining institutional and community partnerships designed to enhance student success and the well-being and prosperity of the North Puget Sound and Washington State. Through a wide and varied network, our diverse students, faculty, staff, and administrative leadership focus on the goal of increasing the capacity of our region to identify and address local, national, and global challenges.

Summary of Recommendations
For reasons described below, we recommend the following 8 steps be taken to advance and realize University of Washington Bothell’s long-standing commitment to community engagement and institutional diversity.  

   Carnegie Classification: Pursue the Carnegie Classification as an end and a means of developing our community engagement infrastructure in a way that aligns with best practices. This recommendation requires that the campus charge a team/working group to implement, focusing largely on campus systems/priorities/etc. This will also require some further interaction with leadership at other Carnegie campuses.

   Director of Community Engagement: Hire a Director for Community Engagement (Professional Staff position) who reports to the Director of Integrated Learning (Claire Fraczek) (see below) with close collaboration among Community Engagement and the offices of Diversity, Advancement, and Research. This arrangement maintains the campus-wide mission of community engagement while recognizing that its central engine lies within Academic Affairs as one of the 3 C’s that constitute our strategy for creating a distinctive student experience at UWB.

   Community Engagement Council: Re-establish and re-charge the campus’ Community Engagement Council as a parallel and complementary body to the campus’s Diversity Council. The Council would be report to the Chancellor and include key internal and external stakeholders. Its central liaison will be the
Director of Community Engagement. The Council will establish policies, priorities and oversee quality assurance and help maintain a campus-community dialogue around the build out of community engagement.

   Make Engagement and Diversity Inseparable: Build processes that ensure deep collaboration between diversity and community engagement efforts on campus beyond the Director roles and those of the Councils. Ensure that other groups, such as the one developing an international strategy, are in regular conversation with the Community Engagement and Diversity groups to maximize synergies.

   Count What Matters: Establish metrics that will inform data collection with respect to community engagement and diversity programs, and that are aligned with overarching campus strategies. This recommendation will require learning from other institutions that have particular strengths in measurement to avoid reinventing the wheel. We have been advised to look at Seattle University, UNC
Greensboro, and Cal State San Marcos. This task, shaped by the Carnegie requirements, will require additional resourcing (see below), but is work we should be doing regardless.

   Build a Trans/Regional Network: Consult with a diverse set of community partners and organizations at all appropriate stages in this process, both to improve the process and to build a network of campus advocates.

   Promotion and Tenure: Work with CCPTFA and the VCAA to articulate criteria and evidence for promotion and tenure related to CE faculty activities, in alignment with Chapter 24 and School criteria.

   Advancement: Deepen work with Advancement to build a case for external support for community engagement, including the possibility of funding to host Imagining America and/or launch a robust center on campus.