Abstract:

This paper analyses the complex and delicate integration of accreditation, assessment, strategic planning, and budgeting in order to improve the institutional effectiveness and accountability of higher education institutions. Various authors highlight the importance to realize this integration (Alfred et al., 1999; Cistone & Bashford, 2002; Knight White, 2007; McManis & Harvey, 1978; McNeil et al., 2005; Mets, 1995, 1997; Spencer, 1995; Todd & Baker III, 1998).
We focus on how accreditation and assessment are implemented and linked to decision-making and resource allocation at Brown University, a well-known private not-for-profit university in New England, underlining achieved results and future challenges.
To that end, we ground our analysis on the international literature on governance and management, focusing on higher education institutions. The historical and structural perspectives (Clark & Youn, 1988) are useful to understand the main effects of distinctive features and organizational levels on the development of governance and management systems. Having spent seven months as a visiting scholar at Brown campus, the opportunity to observe organizational dynamics in a real-life setting allows us to adopt a case study approach (Merriam, 1998; Patton, 1997; Stake, 1995). Several members of administration, faculty, staff, and students were interviewed, in order to consider a wide variety of different perspectives. Our study has been completed through the analysis of Brown official documents both published on the University’s web site and made available by our interlocutors. Additional resources that provide insightful information include historical sources, local and students’ newspapers, and alumni magazines.

Keywords:

Accreditation, Assessment, Strategic Planning, Budgeting, Institutional Effectiveness, Accountability, Higher Education, University, Brown.