Changing context, changing practice: Managing change in student support services

This paper draws on the work of Senge and others in the organisational change literature to present a case study of the way in which the student support services at the University of South Australia have been reconceptualised. It provides a rationale for the changes by considering the new demands of the wider social context and their outworking in the higher education sector.

The paper presents an overview of the new portfolio of services and the way in which they have been conceptualised as a coherent and systematic approach for all students, including the various equity client groups. Features of the approach are an increase in the range, availability and means of accessing the services including online delivery, group based activities, and working collaboratively with teaching staff to mainstream support. Management issues are addressed with particular reference to the reconsideration of the roles of student learning support staff.