The internal assessment process described in this report was initiated at the Wilmington/Stanton Campus of Delaware Technical and Community College in 1985 in preparation for a reaccreditation study and in response to a climate of rapid internal and external change. Following introductory comments on the campus, the purpose of the internal assessment is detailed and the roles played by the campus director, the steering committee, the Temple University team, the president's office, and the administrative council are described. Next, the two models used in the assessment design are explained; i.e., the diagnostic model which focused on cyclical changes in the technical, cultural, and political systems of the organization; and the survey-guided action research model, which focused on the college's environment, mission/strategy/objectives, tasks, employees, organizational structure, emergent networks, and output. Samples of data collection instruments are provided along with a discussion of steps in study design and implementation. Finally, the outcomes of the internal study are examined, including: (1) the integration of strategic planning into the organizational structure; (2) the integration of strategic planning into the accreditation reaffirmation process; (3) the inauguration of the planning committee as a problem-solving group; and (4) the initiation of a staff development program for the instructional division. (EJV)