Criterion Five: Engagement and Service
As called for by its mission, the organization identifies its constituencies and serves them in ways both value.
Resources
Mission, Vision Strategic Planning and Strategic Initiatives
- Mission & Value Statement
- NCA Faculty Survey (Fall 2008)
- NCA Staff Survey (Fall 2008)
- NCA Student Survey (Fall 2008)
- Ethnicity Report (Fall 2008)
- College and Department Mission Statements
- Non-academic Department Mission Statements
- Strategic Plan 2004 Fulfilling the Promise
- Distinctive Promise (Programs of Promise)
- Promising Scholars (Awardees)
- 2006 President's Annual Report
- 2007 President's Annual Report
Programs and Programmatic Links
- Center for Business Support and Economic Innovation
- Terre Haute Innovation Alliance
- African American Cultural Center AACC Events
- Global Nights
- International Agreements
- Sycamore Business Advisors
- CPSCE
- Landsbaum Center for Health Education
- Articulation Agreements
- Wabash Valley Visions & Voices: A Digital Memory Project
- Human Rights Day
- OSHER Lifelong Learning Institute (events)
External Stakeholder Links
Governance
Core Component 5a: The organization learns
from the constituencies it serves and analyzes its capacity to serve
their needs and expectations.
Examples of Evidence
- The organization's commitments are shaped by its mission and its capacity to support these commitments.
- The organization practices periodic environmental scanning to understand the changing needs of its constituencies and their communities.
- The organization demonstrates attention to the diversity of the constituency it serves.
- The organization's outreach programs respond to identified community needs.
- In responding to external constituencies, the organization is well-served by programs such as continuing education, outreach, customized training, and extension services.
Core Component 5b: The organization has the capacity and the commitment to engage with it
identified constituencies and communities.
Examples of Evidence
- The organization's structures and processes enable effective connections with its communities.
- The organization's co-curricular activities engage students, staff, administrators, and faculty with external communities.
- The organization's educational programs connect students with external communities.
- The organization's resources - physical, financial, and human - support effective programs of engagement and service.
- Planning processes project ongoing engagement and service.
Core Component 5c: The organization demonstrates its responsiveness to those constituencies that depend
on it for service.
Examples of Evidence
- Collaborative ventures exist with other higher learning organizations and education sectors (e.g., K-12 partnerships, articulation arrangements, 2+2 programs).
- The organization's transfer policies and practices create an environment supportive of the mobility of learners.
- Community leaders testify to the usefulness of the organization's programs of engagement.
- The organization's programs of engagement give evidence of building effective bridges among diverse communities.
- The organization participates in partnerships focused on shared educational, economic, and social goals.
- The organization's partnerships and contractual arrangements uphold the organization's integrity.
Core Component 5d: Internal and external constituencies value the services the organization provides.
Examples of Evidence
- The organization's evaluation of services involves the constituencies served.
- Service programs and student, faculty, and staff volunteer activities are well-received by the communities served.
- The organization's economic and workforce development activities are sought after and valued by civic and business leaders.
- External constituents participate in the organization's activities and co-curricular programs open to the public.
- The organization's facilities are available to and used by the community.