Criterion Five. Resources, Planning, and Institutional Effectiveness
Criterion Five. Resources, Planning, and Institutional Effectiveness
The institution's resources, structures, and processes are sufficient to fulfill its mission, improve the quality of its educational offerings, and respond to future challenges and opportunities. The institution plans for the future.
Co-chairs:
Gail Jensen, co-chair
Jess Graner, co-chair
Writing Team:
Charles Breyman, Heider College of Business
Tim Brooks, DoIT
Christina Clark, College of Arts and Sciences
Tracy Monahan, School of Pharmacy and Health Professions
Bob Sandstrom, School of Pharmacy and Health Professions
David Sus, Center for Academic Innovations
Somchan "Ying" Vuthipadadon, Institutional Research
Student Representatives: Kayman Nixon, Heider College of Business and
Nicholas Tvrdy, College of Arts and Sciences
Consulting Team: Campus colleagues participant list to be added.
Core Components
5.A. The institution's resource base supports its current educational programs and its plans for maintaining and strengthening their quality in the future.
1. The institution has the fiscal and human resources and physical and technological infrastructure
sufficient to support its operations wherever and however programs are delivered.
2. The institution's resource allocation process ensures that its educational purposes are not adversely
affected by elective resource allocations to other areas or disbursement of revenue to a superordinate
entity.
3. The goals incorporated into mission statements or elaborations of mission statements are realistic in
light of the institution's organization, resources, and opportunities.
4. The institution's staff in all areas are appropriately qualified and trained.
5. The institution has a well-developed process in place for budgeting and for monitoring expense.
5.B. The institution's governance and administrative structures promote effective leadership and support collaborative processes that enable the institution to fulfill its mission.
1. The governing board is knowledgeable about the institution; it provides oversight of the institution's
financial and academic policies and practices and meets its legal and fiduciary responsibilities.
2. The institution has and employs policies and procedures to engage its internal constituencies-including
its governing board, administration, faculty, staff, and students-in the institution's governance.
3. Administration, faculty, staff, and students are involved in setting academic requirements, policy,
and processes through effective structures for contribution and collaborative effort.
5.C. The institution engages in systematic and integrated planning.
1. The institution allocates its resources in alignment with its mission and priorities.
2. The institution links its processes for assessment of student learning, evaluation of operations,
planning, and budgeting.
3. The planning process encompasses the institution as a whole and considers the perspectives of
internal and external constituent groups.
4. The institution plans on the basis of a sound understanding of its current capacity. Institutional
plans anticipate the possible impact of fluctuations in the institution's sources of revenue, such
as enrollment, the economy, and state support.
5. Institutional planning anticipates emerging factors, such as technology, demographic shifts,
and globalization.
5.D. The institution works systematically to improve its performance.
1. The institution develops and documents evidence of performance in its operations.
2. The institution learns from its operational experience and applies that learning to improve its
institutional effectiveness, capabilities, and sustainability, overall and in its component parts.
For a complete list of criteria, full descriptions and components: https://www.hlcommission.org/
We welcome input and ideas from all students, staff, and faculty, and others. You may direct comments, questions, and suggestions to Contact_Us-HLC@creighton.edu
