Attachment 2

©

y

From: Criteria for Accreditation, SACS (Dec., 1984; revised Dec., 1985)
Pg. 9 3.1 Planning and Evaluation

“Although no specific format for this planning and evaluation process is
prescribed, an effective process should include:

broadbased involvement of faculty and administration;

the establishment of clearly defined purpose appropriate to collegiate
education;

the formulation of educational goals consistent with the institution's
purpose;

the development of procedures for evaluating the extent to which these
educational goals are being achieved; and

the use of the results of these evaluations to improve institutional
effectiveness."

"The principal focus of the total institution must be the education of
students; and all aspects of the educational program -- must be clearly
related to the purpose of the institution."

The new criteria call for ongoing planning processes that allow
self-examination to be continuous, and focus upon educational outcomes and the
validation of learning.

Recommendations from Dr. Grover Andrews (July 2, 1985)

Decide on someone in charge

Designate a committee.

Recognize planning as a process (and not just produce a plan).

Chart an institutional effectiveness plan for the institution, and out of
this, produce a report to SACS.

Planning must not dictate to effectiveness. The planning office should
not make decisions.

Send three to four pages on how ECU plans to approach this report to the
new executive director of SACS for approval before proceeding.

Update progress made in implementing recommendations included in the First
Follow-Up Report that was submitted to SACS in 1983.

From: Academic Strategy by George Keller

pg. 121 Each institution needs to see itself as if for the first time and
ask, what business are we really in? Of the 3,100 colleges,
universities, technical institutes, seminaries, and two-year
community colleges, what special role do we play in America's higher
education network? What attractive and important set of services
does our institution provide that people cannot obtain elsewhere
better, cheaper, or faster? What comparative advantages do we have
over approximately similar places? What academic fields and college
services will be most needed by the country and our region in the
next decade? With our traditions, endowment, location, and
collection of faculty and administrators, what should our campus be
building toward? What should our college aspire to be 10 years from
now? Clearly, an academic strategy is imperative.

Strategic planning deals with a new array of factors: the changing
external environment, competitive conditions, the strengths and
weaknesses of the organization, and opportunities for growth.
Strategic planning is an attempt to give organizations antennae to
sense the changing environment. It is a management activity

 
designed to help organizations develop greater quality by
capitalizing on the strengths they already have.

Another important development is the notion of participatory
management--

Fifteen-member steering committee appointed by the Chancellor in
January, 1986. Committee Chair, Associate Vice Chancellor for
Academic Affairs. Other members: four faculty nominated by the
Faculty Senate (Chair of Educational Policies and Planning Committee,
Chair of Teaching Effectiveness Committee, Chair of Curriculum
Committee , and Chair of Research/Creative Activity Committee), the
Chair of the Faculty Senate, the Vice Chancellor for Academic
Affairs, the Vice Chancellor for Business Affairs, the Vice
Chancellor for Institutional Advancement, the Vice Chancellor for
Student Life, the Vice Chancellor and Dean of the School of
Medicine, the Director of Athletics, the Director of Academic
Library Services, the Dean of the Graduate School, and the Director
of Continuing Education. The Coordinator of Planning and the
Director of Institutional Research serve as resource persons to the
Committee.

Tasks identified: (Reported in Sept. 15, 1986 Pieces of Eight)

1. The university's effectiveness must be evaluated on the basis of
its purposes as stated in the mission statement.

Provide information to units about how student outcomes may be
measured utilizing information currently available in the wtnits;
such as student success on professional credentialing
examinations, student placement upon completion of degree
programs, and alumni surveys.

Review the advantages and disadvantages of utilizing national
examinations such as ACT's-COMP.

Develop guidelines to aid departments/units in developing
program outcome statements.

Develop survey questionnaires to assess opinion about how
successful the institution is in meeting its stated objectives.

Determine whet makes East Carolina University distinctive enc
determine the strengths and weaknesses of the institution.