What does staff have to do with Student Success? League for Innovation Conference 2009

Pima Community College Among the ten largest community colleges in the country Celebrating 40 years 35,000 credit students enroll each semester 6 main campuses and 28 satellite meeting locations including high schools, hospitals, and local air force base

Why Reorganize? Complaints from students about services led to hiring an external consulting group to review student services The intent of the project was to analyze the College’s student service business processes, related issues, and organizational structure. Findings Student service processes lacked technological currency Inconsistency in service delivery and organizational structures across campuses Lack of effective communications and training.   Recommendations: Redesign processes Alleviate barriers Redesign structures to best address customer and student needs More direct centralized leadership

The College Plan 2008-2011 Provide evidence of student learning and teaching effectiveness Improve student success in developmental education Redesign student services Create foundations for creativity and innovation Improve the use of physical assets Master technology Strengthen administrative operations

I Initiative 3: Redesign Student Services Overall Responsibility: Chancellor Strategy 3.1:  Reorganize College leadership of student services to be more centralized and coordinated Strategy 3.2:  Reconfigure and update technology Strategy 3.3:  Configure an employee intranet to address communication and training Strategy 3.4:  Implement a student services center approach on all Campuses Strategy 3.5:  Improve staff training in student services Strategy 3.6:  Conduct a staffing review

Organizational structure changes Reorganized leadership Move from Campus to district Redistribution of service/leadership responsibilities Student Life Disabled Student Resources Code of Conduct Grants Counseling – faculty Redistribution of staff and resources Hired staff to assume responsibilities

Why an Employee intranet, what is the problem? Inconsistent and often inaccurate information Majority of feedback is negative – based on errors Complicated by multi-campuses Outcomes of Skills inventory Staff training is on the job, by campus Not competency based and without central oversight

Intranet Templates Assessment & Testing

Intranet Templates Advising

Challenges Timelines Technology Consensus Multitasking Ownership Currency Ongoing evaluation of effectiveness

Discussion & Questions

Thank you! Lorraine Morales, Ed.D, Vice President of Student Development Northwest Campus 520 206-2206 lomorales@pima.edu Betty Elasowich, Vice President of Student Development West Campus 520 206-2677 belasowich@pima.edu