Jessica Mann, Ph.D., serves as Assistant Vice President for Community Engagement at Duquesne University, where she leads strategic initiatives that bridge academic learning with community impact. A nationally recognized practitioner-scholar dedicated to advancing higher education’s public mission, her work centers on civic engagement, equity, and sustainable partnerships that elevate both university and community success. As a faculty member and mentor, she is deeply committed to empowering emerging educators and cultivating a new generation of purpose-driven, community-minded leaders. Named one of Pittsburgh’s Top 50 Women Leaders in 2025, she continues to champion higher education’s role in fostering democratic and inclusive engagement.
Recently, in an exclusive interview with Higher Education Digest, Dr. Mann shared insights into her career progression, key milestones in partnership development, and her experiences as Assistant Vice President for Community Engagement at Duquesne University. She discussed her passion for fostering partnerships that drive meaningful impact, the challenges facing partnership development professionals, and her vision for the future of community engagement. Jessica also shared her favorite quote, book recommendations, and advice for aspiring professionals in the field. The following excerpts are taken from the interview.
Hi Dr. Mann. Can you walk us through your career progression and key milestones in partnership development?
Interestingly, I had initially pursued a career in marketing and professional communications. While earning my master’s degree at Duquesne University, I served as a graduate assistant in the Office of Service-Learning and as an AmeriCorps Community Engagement Scholar. That experience changed my life. It introduced me to the transformative power of higher education as a catalyst for social good and ignited my professional purpose. It was then that I realized I wanted to dedicate my career to advancing community engagement and fostering partnerships that drive meaningful impact.
My career since then has been guided by that commitment to strengthening the connections between universities and the communities they serve. I began in community engagement roles at Robert Morris University, where I learned how service-learning can transform both students and neighborhoods. As I advanced into student affairs leadership positions at Seton Hill University and later academic affairs leadership at Duquesne University, my focus evolved from coordinating programs and curriculum to shaping institutional strategy.
At Duquesne, I’ve had the privilege of leading the reimagining of our community engagement infrastructure—bringing together student volunteerism, co-curricular, and academic community engagement under a unified vision focusing on theory, skill, and competency development initiatives for faculty, staff, and students while also further institutionalizing community engagement as a university strategy for success. Recently securing our recertification for the Carnegie Elective Classification for Community Engagement stands out as a milestone that reflects our shared dedication to reciprocal partnerships and civic responsibility.
Across every chapter of my professional journey, the constant has been collaboration—building trust, aligning goals, and creating opportunities that empower students, faculty, and community partners alike. For me, partnership development has never been transactional; rather, it is relational, intentional, and profoundly transformative. That is the heart of my work and the source of my continued motivation in higher education.
What do you love the most about your current role?
What I love most about my role is that no two days are ever the same. Each day brings new opportunities to build connections, solve problems, and contribute to something larger than myself. I’m deeply grateful that my work allows me to give back to the community where I was born and raised—a place that continues to shape my values and sense of purpose.
Equally fulfilling is the team I get to work alongside every day. They are an inspiring group of colleagues whose passion, creativity, and commitment continually push me to be a better leader. Together, we collaborate with phenomenally dedicated hyperlocal, regional, national, and global partners to address pressing civic and social concerns that extend well beyond our local boundaries. That shared energy and purpose make every challenge meaningful and every success deeply rewarding.
What do you think are the most pressing challenges facing partnership development professionals today?
One of the most pressing challenges facing partnership development professionals today is the growing gap between available resources and community needs. Funding streams are becoming increasingly competitive, while the demand for services and programs continues to expand, especially among populations facing economic or social inequities. This creates constant tension between the desire to innovate and the practical need to sustain existing partnerships responsibly.
At the same time, many professionals in this field are experiencing burnout. Partnership work is deeply relational and emotionally intensive; it requires sustained engagement, empathy, and adaptability, often with limited staffing or institutional support. Without deliberate focus on well-being and organizational sustainability, even the most passionate professionals can feel depleted.
Finally, accessibility remains a critical issue. More specifically, ensuring that partnerships are not only inclusive in theory but accessible in practice to all communities. This means addressing barriers related to technology, transportation, disability, and language, as well as systemic inequities that limit who gets to participate and benefit.
The most effective community-engaged, external affairs, partnership leaders, etc. of today are those who can balance compassion with strategy—nurturing people and relationships while advocating for the structural resources and equity frameworks needed to make sustainable impact possible.
How do you think partnership development will evolve in the next 5-10 years?
I believe partnership development and community engagement work will evolve significantly in the next five to ten years, shaped by both opportunity and necessity. We’re moving toward a landscape where partnerships will need to be more data-informed, equity-centered, and technology-enabled, while still grounded in authentic human connection.
As funding constraints persist and community needs grow, institutions will be called to think more creatively about shared resources and collective impact models. Collaboration across sectors—higher education, nonprofits, government, and industry—will become essential rather than optional. This means that partnership professionals will increasingly function as strategic conveners, leveraging data and storytelling to demonstrate measurable outcomes and sustained value.
At the same time, I see a shift toward greater attention to accessibility and inclusivity in engagement practices. Technology will help broaden participation, but we’ll need to be intentional about ensuring digital access and cultural responsiveness.
Finally, the profession itself must continue to evolve with care for the people doing this work. Burnout is real, and both personal and institutional sustainability will be key to the future of community engagement. I’m hopeful that the next decade will bring more intentional investment in the infrastructure and well-being needed to support this vital, relationship-based work.
What skills or experiences do you think are essential for success in partnership development?
Success in partnership development requires both strategic acumen and a deep sense of humility. At its heart, this work is about listening first—understanding community priorities, respecting local expertise, and following the lead of those most directly affected by the issues we aim to address. Authentic partnerships are built on reciprocity, not hierarchy, and that means valuing lived experience as much as institutional knowledge.
Effective professionals in this field combine strong communication and relationship-building skills with the ability to assess and adapt. They must be data-informed and reflective practitioners who can balance measurable outcomes with meaningful human connections. Cultural competency, empathy, and emotional intelligence are essential, as is the resilience to navigate complex systems and sustained collaboration.
Ultimately, success comes from being a bridge-builder—someone who approaches every partnership with curiosity, transparency, and respect, ensuring that the work advances not just institutional goals but community-defined progress.
Can you share a mentor or role model who has had a significant impact on your career, and what advice they gave you?
One of the most influential mentors in my career has been Dr. Lina D. Dostilio, who now serves as the Vice Chancellor for External Relations at the University of Pittsburgh but was my first professional mentor and supervisor when I was a graduate assistant in the Office of Service-Learning at Duquesne University. Working under her leadership was transformative. She challenged me in ways I didn’t know I was capable of succeeding, and she modeled what it meant to lead with both strength and authenticity as a young female professional.
What inspired me most was her ability to build something meaningful from the ground up—to shape a vision and bring others along through collaboration and conviction. She not only opened doors for me but also connected me to thought leaders in community engagement and higher education without hesitation, helping me see myself as part of that professional community.
The greatest lesson I learned from Dr. Dostilio was that leadership in community engagement is as much about courage and curiosity as it is about competence. She taught me that meaningful partnerships are built on trust, shared purpose, and the willingness to invest in others’ growth, just as she invested in mine. She also showed me the importance of mentorship for continued leadership growth and development, not only for the mentee but also for the mentor. These relationships are crucial for community building, skill acquisition, problem solving, and personal/professional resiliency.
What is your favorite quote?
My favorite quote is from the final lines of a poem by Max Ehrmann titled “Desiderata.” The poem is about finding inner peace and embracing the world in all its flaws and beauty. It’s a beautiful reminder, and I have it framed on my wall both at home and work. My favorite quote from the poem is “…Whatever your labors and aspirations, in the noisy confusion of life, keep peace in your soul. With all its sham, drudgery, and broken dreams, it is still a beautiful world. Be cheerful. Strive to be happy.”
Can you share a book or resource that inspires you, and why?
A book that has profoundly influenced how I think about leadership is The Athena Doctrine by John Gerzema and Michael D’Antonio. It explores how traditionally “feminine” leadership traits, such as empathy, collaboration, and authenticity, are increasingly vital in addressing the complex challenges of our modern world.
The book resonates deeply with my own approach to leadership and partnership development. It reinforces the idea that compassion and strength are not opposites, but complementary forces that drive innovation and trust. In my work, I see daily how inclusive, relational leadership —qualities often undervalued in traditional structures —can transform institutions and communities alike. The Athena Doctrine reminds me that leading with humanity is not only effective but essential for sustainable social change
What are your long-term career aspirations, and how do you see yourself evolving as a leader over the next five years?
Looking ahead, my long-term career aspirations center on elevating the scope and impact of my work to a more macro level. I hope to continue shaping institutional strategy—helping universities think more systemically about how community engagement, civic learning, and partnership development advance mission, equity, and student success.
Beyond the university, I plan to remain active on regional boards and advisory groups to support the nonprofit sector and strengthen collaboration across higher education, philanthropy, and community organizations. That external service keeps me grounded in the realities and innovations of our partners.
Equally important to me is continuing my scholarship through research, publications, and professional service, to contribute to the broader field of community engagement. I see writing and mentorship as vehicles for both reflection and progress, helping to advance the theory, practice, and sustainability of this vital work. Ultimately, my goal is to continue bridging strategy and scholarship in ways that make lasting, community-driven impact in Pittsburgh and beyond.
What advice would you give to aspiring partnership development professionals?
My advice to aspiring partnership development professionals is to lead with curiosity, humility, and integrity. This work is not about speaking first—it’s about listening deeply, understanding community priorities, and co-creating solutions that reflect shared goals. Authentic partnership begins when we shift from a mindset of helping to one of learning and collaboration.
I also encourage emerging community engagement professionals to build both relational and analytical skills. The most effective partnership leaders are those who can connect people with purpose, while also using data and assessment to demonstrate impact and sustainability.
Finally, invest in your own growth and well-being. This field can be demanding, and sustaining long-term success requires balance, reflection, and a strong network of colleagues and mentors. Partnership work is, at its core, human work—and the relationships you build, both within and beyond your institution, will be your greatest asset.