A junior college in the Midwest (US) had completed a reorganization (not using the Language of Work™ model) to reduce the number of administrators, to enhance the registration and Financial Aid processes, and to reduce personnel costs. The primary goals of the consolidation were to result in increased enrollment, higher student achievement and improved reputation of the college. Once the cuts had been made, it became clear that additional work was needed to understand operationally (a core process) how to achieve these goals of being student-centric. It was also clear that the jobs within the new department would also need to change. Specifically, they needed to carry out the student-centered process, creating an improved flow for students (including single-stop registration) and enhanced productivity of staff. Finally, improved communication between and among faculty, Student Services staff and students was critical in solving problems and removing obstacles for students to continue school and to graduate.
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