Some chairs were cognizant of a plan and knew that annual reporting of accomplishments was accomplished in relation to the 1995 school plan. Others focused on their departmental plans and at least one indicated that there was no current plan. Given this unfocused situation, which is not unusual in allied health programs, the effectiveness measures were amazingly comprehensive and timely. The Departments understand that the core mission of the school is to train excellent allied health practitioners for Georgia. All departments in the school spend a great deal of time collecting information through a wide variety of ways to evaluate the satisfaction of the graduates and employers and assessing the currency of the curricula.
Curricular revision is constant in the school.
Institutional effectiveness in the school is also garnered through written and oral examinations, competency-based performance testing, achievement tests, focus groups, advisory boards and surveys of students and graduates, etc. The school occasionally surveys graduates as to their satisfaction with the instruction, but does not survey on a regular basis. The school has successfully negotiated a lot of change in recent years. Now it faces the early retirement uncertainty as does the entire university. The MCG School of Allied Health Sciences needs to develop a transitional plan to enhance its progress during the re-engineering that will result from the early retirement program.