Student Affairs and Academic Support Division Meeting 10/21/22

STUDENT AFFAIRS
AND ACADEMIC SUPPORT
DIVISION MEETING 10/21/22
“Sitting Ducks or Fighting Gamecocks,” Kim Pruitt
“Division Update,” J. Rex Tolliver

CHANGE AND AGILITY
Sitting Ducks or Fighting Gamecocks
Division of Human Resources | Office of Organizational and Professional Development

Current State
Protracted
Transitions
Unknown
Future
State

Greater
organizational
agility
Better
performance
Improved
competitive
advantage
“To be successful in this environm ent of rapid, concurrent and
never-ending change, orga n iza t ion s m u st grow t h eir
ch a n ge a gilit y n ot ju st t o t h rive, bu t t o su rvive. In fact,
senior leaders are starting to acknowledge how im portant
agility is to their success.”
Prosci: Organizational Agility as a Strategic Imperative

Over 250 participants
completed this survey.
5-point Likert.
Highest scores are
green smiles.
Lowest scores are X.
How would you rate
your division?

Q: WHAT NEEDS YOUR ATTENTION RIGHT NOW?
URGENT
IMPORTANT
RELEVANT
Sweet
spot
This Photo by Unknown Author is licensed under CC BY

UNDERSTANDING
PREFERRED STYLES FOR
INITIATING AND DEALING
WITH CHANGE

TWO DIMENSIONS OF CHANGE
Structural vs. Psychological
Type of change The process we go
through to adjust

STRUCTURAL TYPES OF CHANGE
• Incremental or remedial
change
• Fads or trends
• Cross-functional change
• Multi-disciplinary change
• Disruption or unplanned
change
• Transformational change
Discovery Learning: Change Style Indicator
• Personnel or people-centric
change, new job, new boss,
revised job
• Structural change, mergers,
acquisitions
• Changes in leadership
• Changes in systems and
technology
• Process change, reengineering

WHAT PSYCHOLOGICAL
RESPONSES HAVE YOU OR
OTHERS EXPERIENCED AS A
RESULT OF A NEW
SITUATION?

CHANGE STYLE INDICATOR ® (CSI)INDICATOR® (CSI)
CSI Does:
 Explain preferred style for
initiating & dealing with
change
 Describe three change style
preferences…more
personality influenced than
situationally influenced
 Create an appreciation for
change-style diversity
CSI Does Not:
Present a right or wrong,
“better” or “worse” change
style
Measure competence in
initiating & managing change
Limit individuals to
predetermined responses to
change
S-2
©2003, 2011, Discovery Learning, Inc. All Rights Reserved.

CHANGE STYLE PREFERENCE
S-3a
CONSERVERS
• Accept the
structure
• Prefer that
change is
incremental
• Evolutionary
PRAGMATISTS
• Explore the
structure
• Prefer change
that is
functional
• Situational
ORIGINATORS
• Challenge the
structure
• Prefer change
that is
expansive
• Revolutionary

CHANGE STYLE PREFERENCE - STRUCTURE
S-3a
CONSERVERS
Rules & policies
provide order
and thus have
intrinsic value
PRAGMATISTS
Rules & policies
are a fact of
life, be
selective and
prudent
ORIGINATORS
Rules & policies
are the
problem and
often have
negative value

CHARACTERISTICS:
WHEN FACING CHANGE CONSERVERS
• Generally, appear deliberate, disciplined, and organized - Focused
• Prefer clearly defined structure
• Start with traditional ideas when problem solving
• Don’t like surprises and uncertainty
• “May appear” cautious and inflexible
• Focus on details and implementation
• Value tradition and best practices
• Are convergent thinkers

CHARACTERISTICS:
WHEN FACING CHANGE ORIGINATORS
• May appear unorganized, undisciplined, unconventional and
spontaneous – React in the moment
• Challenge existing structure
• Dismiss traditional ideas when problem solving
• Enjoy risk and uncertainty
• “May appear” impractical and miss important details
• Appear systemic in their thinking
• Can dismiss established practices with little regard
• Are divergent thinkers

CHARACTERISTICS:
WHEN FACING CHANGE PRAGMATISTS
• Generally, appear practical, agreeable, and flexible
• Value change that produces readily visible benefits
• More interested in functionality than tradition or novelty
• Operate as mediators and catalysts for understanding
• Are open to both sides of an argument
• Take more of a middle-of-the-road approach
• Appear more team oriented to their co-workers

GOOD DAYS VS BAD DAYS
Conserver
Work through ideas
methodically
Worst nightmare
bureaucrat, lost in the
weeds, supporting
status quo
Pragmatist
Find common ground
Perceived as wishy-
washy, flip/flop, easily
influenced, playing
politics
Originator
Challenge status quo;
big, bold ideas
Flavor of the month;
innovation death
spiral; >ideas =
<work, lack details

PREFERENCE DOES NOT EQUAL CAPACITY
Effective
Ineffective
S-10

STYLE SUMMARY: CONSERVERS
Contributions to the organization
• Get things done on schedule
• Work well within organizational
structure
• Attend to detail and factual
information
• Demonstrate strong follow-through
skills
• Encourage and adhere to routine
• Respect rules and authority
• Handle day-to-day operation
efficiently
Leadership style
• Lead through reliable, stable, and
consistent behavior
• Reward following the rules while
getting the job done
• Attend to practical organizational
needs
• Expect organizational policies,
procedures and rules to
be followed
• Promote the traditional values of the
organization

STYLE SUMMARY: CONSERVERS
Preferred work environment
• Secure
• Steady and consistent pace rewarded
• Time and space for reflection
• Stable, structured, orderly, and
predictable
• Group oriented problem solving and
decision making
Potential pitfalls
• May be rigid in thought and action
• May discourage innovation by promoting
existing rules, policies and regulations
• May not see beyond the present details to
understand the broader, strategic context
• May delay completion of tasks because of
perfectionism
• May delay action by reflecting too long on
a situation
• May appear unyielding and set in their
ways
• May overly focus on small details and
inconsistencies

STYLE SUMMARY: PRAGMATISTS
• Willing to address the needs of the
organization as they arise
• Get things done in spite of the rules, not
because of them
• Negotiate and encourage cooperation and
compromise to get problems solved
• Take a realistic and practical approach
• Draw people together around a common
purpose
• Organize ideas into action plans
• Have short- and long-range perspectives
• Promote practical organizational structure
Leadership style
• Facilitate problem solving among people
• Use and adapt past experiences to solve
current problems
• Build cooperation rather than expecting it
• Use a facilitative approach in managing
people and projects
• Encourage the organization to have
congruence between values
and actions

STYLE SUMMARY: PRAGMATISTS
• Flexible and adaptable
• Harmonious and participative
atmosphere
• Action-oriented, productive
people who focus on the
situation
at hand
• Hands-on experiences
encouraged
• Adaptive structure that is
responsive to the needs of the
moment
Potential pitfalls
• May appear indecisive and
undirected
• May not promote ideas and
priorities enough
• May try to please too many
people at the same time
• May appear noncommittal
• May be easily influenced
• May negotiate compromise that
is too “middle of the road”

STYLE SUMMARY: ORIGINATORS
• Understand complex problems
• Bring strong conceptual and design skills
• Push the organization to understand the
system as a whole
• Support and encourage risk-taking behavior
• Provide future-oriented insights and vision for
the organization
• Serve as catalysts for change
• Initiate new ideas, projects, and activities
Leadership style
• Catalysts for systemic change
• Energetic and enthusiastic
• Provide long-range vision to the organization
• Conceptualize and build new models
• Constantly reorganize the whole system
• Like to be in charge of the start-up phase
• Prefer unique leadership roles to conventional
roles
• Manage more than one task at the same time

STYLE SUMMARY: ORIGINATORS
• Working independently on models to solve
complex problems
• Change and risk oriented
• Non-bureaucratic, unconstrained by rules and
policy
• Idea oriented and intellectually challenging
• Focus on long-range, strategic planning
• Multiple tasks to work on simultaneously
Potential pitfalls
 May not adjust their vision to the facts, logic, and practical
constraints of the situation
 May become lost in theory, ignoring or forgetting current realities
 May overextend themselves
 May not adapt well to policies and procedures
 May appear unyielding and discourage others from challenging
them
 May ignore the impact of their ideas on the system and other
people
 May move on to new ideas or projects without completing those
already started
 May overlook relevant details

• Consult with a person you believe to have a
change style different from yours before
proceeding.
• Make efforts to understand the
perspectives of those with styles other than
your own.
• Imagine putting on a hat of another style.
• Solicit feedback and suggestions.
• Step back and be aware of your initial
reaction in a situation, especially when you
are aware of having an emotional
response.
SUGGESTIONS
FOR INCREASING
FLEXIBILITY AND
AVOIDING STYLE
TRAPS
GENERAL

• Consider at least three alternatives before making a decision.
• Remember to pay attention to the wider ramifications of
problems in addition to present realities.
• Think of the “big picture” consequences of actions. Ask others
to explain them if necessary.
• Find an originator you respect and ask his or her perspective.
• Specify a time frame in which the decision will be made or the
action taken.
• When time is critical, identify no more than three or four
criteria for deciding who should be included in framing your
decision.
• Find someone who is willing to play devil’s advocate with your
proposed solutions/ideas.
• Write a description of a desired future outcome in positive and
global terms.
SUGGESTIONS
FOR INCREASING
FLEXIBILITY AND
AVOIDING STYLE
TRAPS
CONSERVERS

• Specify a period of time in which to consider alternatives
prior to committing to a solution.
• Imagine the consequences of your decision on someone
for whom you care.
• When dealing with strong conservers or originators, ask
exploratory questions about emotional responses to a
situation, for example,
How do you feel about this? How would you like things
to be?
• Identify a person you suspect to be a strong conserver
and a person you believe to be a strong originator and
solicit their opinions.
• Identify decision criteria and apply the criteria to each
possible solution.
• Identify specific questions to ask conservers and
originators.
SUGGESTIONS
FOR INCREASING
FLEXIBILITY AND
AVOIDING STYLE
TRAPS
PRAGMATISTS

• Wait a day before taking action.
• Find someone you suspect of being a conserver and ask for his or her
perspective.
• Identify and try to understand at least five facts related to the situation,
problem, or decision.
• Explore and understand what is already working in the current
situation.
• Learn to give up on an impractical idea.
• Attempt to clearly understand the impact of the decision or action on at
least two other people.
• Find someone who is willing to play devil’s advocate on a given topic
or decision.
• Learn to screen activities rather than attempting all that is initially
appealing
SUGGESTIONS
FOR INCREASING
FLEXIBILITY AND
AVOIDING STYLE
TRAPS
ORIGINATORS

ROLES REQUIRED TO ACHIEVE
SUCCESS

Employee-Facing
Roles
Enabling
Roles
Core Roles
“I, _________, contribute to successful change outcomes
(through adoption and usage) by ___________”
Sponsors
I, Sponsor, contribute to successful change outcomes
through adoption and usage by Actively and visibly
participating throughout, Building coalitions, and
Communicating directly
People Managers
By performing the roles of Communicator, Liaison,
Advocate, Resistance Manager, Coach
People By engaging, adopting and using the change
Change
Practitioner
By preparing, equipping and supporting people with
integrated strategies and plans
Project Manager
By designing with adoption and usage in mind and
integrating with the people side
© 2020 Prosci Inc., Best Practices in Change Management

SPONSOR ROLE IN CHANGE: FULFILL THE ABCS TO DRIVE
SUCCESS
It’s not just signing checks and charters
Actively and visibly
participate
throughout the project
Build a coalition
of sponsorship with
peers and managers
Communicate
directly with
employees

WHY ARE PEOPLE MANAGERS SO IMPORTANT DURING CHANGE?
36
Employees trust
them
They are close to
where the change
happens
They mitigate
resistance
They build
support
They are a preferred sender!

“A far more effective approach would be to actually
involve workers in solving business problems. As
Dan Pink writes in his book Drive, the autonomy
and skill development that comes with solving
problems for oneself will do more to overcome
resistance and motivate change than any strategy
a cloistered HR professional or consultant can
develop.”
Markovitz, No One Likes to Be Changed, HBR, 2013.

Project Purpose Particulars People
What is the
project?
Why are we
changing?
What are
we changing?
Who will
be changing?
4 P’S: CONNECTING PEOPLE TO SUCCESS
Connect People to Success
If people don’t change how they do their job,
then we ultimately won’t achieve what we set
out to do from the beginning.

PEOPLE CHANGE AT DIFFERENT PACES
Kavita
Rahim
Grace
Alana
Eric
Awareness Desire Knowledge Ability Reinforcement

ADKAR element Definition What you hear Triggers for building
Awareness Of the need for change “I understand why…”
Why?
Why now?
What if we don’t?
Desire
To participate and
support the change
“I have decided to…”
WIIFM
Personal motivators
Organizational motivators
Knowledge On how to change “I know how to…”
Within context (after A&D)
Need to know during
Need to know after
Ability
To implement required
skills and behaviors
“I am able to…”
Size of the K-A gaps
Barriers/capacity
Practice/coaching
Reinforcement To sustain the change “I will continue to…”
Mechanisms
Measurements
Sustainment
ADKAR Model on a Page
A
R
A
K
D

ALIGNING ADKAR MILESTONES WITH
SEQUENTIAL CHANGE
ADKAR milestones describe individual progress and
need to align with the lifecycle of the initiative.
A
Align Ability
with Go Live
A D K R
Unfortunate
Reality
A D K A R
Kickoff Go Live Outcomes

WHY IS CHANGE MANAGEMENT IMPORTANT?

© Prosci. All Rights Reserved.
THE 5 ELEMENTS OF SUCCESSFUL
CHANGE
Awareness
Desire
Knowledge
Ability
Reinforcement
Change begins with understanding why
Awareness
What is the
nature of the
change?
Why is the
change needed?
What is the risk
of not changing?

FACTORS INFLUENCING AWARENESS OF THE NEED
FOR CHANGE
1. A person’s view of the current state
2. How a person perceives problems (adapter to innovator; conserver
to originator)
3. Credibility of the sender
4. Circulation of misinformation or rumors
5. Contestability of the reasons for change

See Feel Change
is more effective than
Analyze Think Change
ENGAGING THE HEART AND HEAD
Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing

THE GLOVES STORY
Based on the books and articles by John P. Kotter
© 2012 Harvard Business School Publishing

MAJOR CHANGE ADVISING
• Student video testimonials about their experience
• Plotting their experience on a campus map
• Showing all the various forms at each college
• Mapping two processes
• Discussing the inconsistent terminology and
definitions

1. Critical task email denotes urgency then task is lost in list.
2. Items not listed in sequential order for urgency.
3. Tasks assigned and reminder emails sent every Sunday for
each checklist; even if they can’t complete the tasks yet
due to no system access.
4. Concern over new hires completing training before they
start work; work time should be paid time.
5. Too many emails from too many places.
6. Employees don’t know who to go to for assistance. HR
Contact insight into this system to aid employees.
Multiple tickets and calls create overlaps in assistance.
LEAN EVENT: EMPLOYEE ONBOARDING

The employee View Our perspective
How does my supplier contribute to my overall
process performance / experience?
How do I perform in my part of the
process?
CUSTOMER’S PERSPECTIVE
Division of HR HR Contacts
DoIT Carolina Card
CTE Payroll
Parking Finance
Systems: PeopleAdmin, PeopleSoft

EMPLOYEE IMPACT
NEW HIRES ON COLUMBIA CAMPUS AND TIME TO PREBOARD
2015 2016 2017 2018 2019 2020
Faculty 288 409 283 271 367 Data
Staff 1268 1836 1252 1106 1136 coming
Total 1556 2245 1535 1377 1503 soon
Internal Processes
.25 hours Critical system access
1.00 hours Information & Orientation Videos
1.75 hours Policies and required training
1.25 hours Carolina Card and Parking Pass
4.25 hours
External Vendor Processes
.25 hours I-9 Advantage
.50 hours HireRight Background Checks
1.50 hours PEBA Benefits enrollment
3.00 hours PEBA Benefits decisions (optional)
2-5.25 hours
Current State: Five (5) employees timed their
onboarding experiences
Number of new hires by category and year

# of emails:
Best: 20
Worst: 49
# of employee assignments:
25-28 (w/17 Checklist verifications)
# of email
senders: 9
CURRENT STATE OF THE CUSTOMER EXPERIENCE….
# of info links:
>60
# of videos:
18
# of policies:
13
# of quizzes:
1-2
Red circled items are
currently within our control.

BUILDING AWARENESS
• Develop effective and targeted communications to share the business reasons for the
change and the risk of not changing.
• Sponsor (Lead) the change effectively at the right level in the organization; share why the
change is needed and how the change aligns with the overall business direction and
vision.
• Enable managers and supervisors to be effective coaches during the change process;
prepare them to manage change and help them to reinforce awareness messages with
their employees.
• Provide employees with ready access to business information.
• Repetitive face-to-face communication of the business reasons and risk of not changing
• Use a variety of communication channels: team meetings, posters, bulletin boards,
Teams channels, etc.
• Provide employees with ready access to business information, such as external drivers of
change
• Share customer feedback and develop effective responses
• Surface and address rumors
Prosci, Inc. All rights reserved

CHANGE
Awareness
Desire
Knowledge
Ability
Reinforcement
Change involves personal decisions
Desire
What’s in it for
me (WIIFM)?
A personal
choice
A decision to
engage
and participate

FACTORS INFLUENCING DESIRE TO SUPPORT AND
PARTICIPATE IN CHANGE
1. The nature of the change and WIIFM
2. Organizational or environmental context (vary by experience)
3. An individual’s personal situation
4. Intrinsic motivation

NO WONDER THEY AREN’T RESPONDING TO ME!
• Experiencing the student
experience; collecting all
communications
• Visually displaying every
communication on a timeline;
colors indicate importance
• Understanding the percentage
of students missing important
deadlines and the extra work it
caused on the front and back
• Identifying which items are truly
critical for student livelihood
and success (push vs. pull)

HOW DO WE WANT THEM TO...
I feel like
UofSC would
be a great
place to work!
I feel informed
and confident
about starting.
I’m ready to go!
I feel welcomed
and equipped.
I’m going to be
happy here!
I feel capable,
committed and
cultivated. I
belong here!
I feel valued
and supported.
I’m making a
difference!
THE UofSC EMPLOYEE ONBOARDING EXPERIENCE
P H A S E T W O
P H A S E O N E P H A S E T H R E E
I wish my employee experience
had been like this.

CREATING DESIRE
• Enable business leaders to effectively sponsor the changes; create a coalition of
sponsorship at key levels in the organization.
• Equip managers and supervisors to be effective change leaders; enable them to manage
resistance.
• Assess the risks associated with the change and design special tactics to address those
risks.
• Engage employees in the change process at the earliest possible stages of the change.
• Align incentive and performance management systems to support the change.
• Help employees identify the personal benefits of the change (WIIFM)
• Acknowledge the losses and opportunities associated with the change
• Address the negative history with change – discuss why previous mistakes occurred and
how current and future changes can be implemented differently to ensure success
Hiatt, J.M. (2006). ADKAR, A Model for Change in Business, Government and our Community; How
to Implement Successful Change in Our Personal Lives and Professional Careers. Prosci Inc.

CHANGE
Awareness
Desire
Knowledge
Ability
Reinforcement
Change requires knowing how
Knowledge
Understanding
how to change;
new roles and
responsibilities
Training on new
processes and
tools
Learning
new skills and
behaviors

FACTORS INFLUENCING KNOWLEDGE ON HOW TO
CHANGE
1. The current knowledge base of an individual
2. The capacity or capability of this person to gain additional
knowledge
3. The resources available for education and training
4. The access to, or existence of, required knowledge

10 ASPECTS OF CHANGE IMPACT
Yesterday (before the change) Aspect Tomorrow (after the change)
Degree (0-
5)
Processes
Systems
Tools
Job Roles
Critical Behaviors
Mindset/Attitudes/Beliefs
Reporting Structure
Performance Reviews
Compensation
Location

TRAINING AND RESOURCES
EMPLOYEES (USERS)
• Guides • Checklists
HR CAMPUS PARTNERS • Training Sessions • HR website
HR COLUMBIA • HR newsletter • UofSC Today
Newsletter
CAMPUS SUPERVISORS
• Supervisor newsletter • Memo to the leaders
COLUMBIA SUPERVISORS
• Supervisor newsletter • Recorded training,
resource guides,
checklists

DEVELOPING KNOWLEDGE
• Implement effective training and education programs.
• Provide one-on-one coaching.
• Create user groups and forums to share problems and lessons
learned between peer groups. Identify employees that others can go
to for assistance.
• Ensure employees have access to and time to attend training
• Use job aids to assist employees in the learning process
• Provide open and ready access to information to support learning
• Share problems and lessons learned as a team

CHANGE
Awareness
Desire
Knowledge
Ability
Reinforcement
Change requires action in the right direction
Ability
The demonstrated
capability to implement
the change
Achievement of the
desired change in
performance or
behavior

FACTORS INFLUENCING ABILITY TO IMPLEMENT A
CHANGE
1. Psychological blocks
2. Physical abilities
3. Intellectual capability
4. The time available to develop the needed skills
5. The availability of resources

“GREEN” HOTELS ASSOCIATED (1993)
•Each day we use millions of gallons of water and
tons of detergent to wash guest towels that have
been used only once. <awareness>
•Decide for yourself. <desire>
• A towel on the rack means: “I will use it again.”
• A towel on the floor or tub means: “Please
exchange.” <knowledge>
•Action: <ability>

Project Purpose Particulars People
What is the
project?
Why are we
changing?
What are
we changing?
Who will
be changing?
4 P’S: CONNECTING PEOPLE TO SUCCESS
Connect People to Success
If people don’t change how they do their job,
then we ultimately won’t achieve what we set
out to do from the beginning.
How did we say we
were measuring
success?
Feedback, participation,
metrics, behavioral
changes, ROI..

FOSTERING ABILITY
• Foster the day-to-day involvement of supervisors.
• Provide access to subject-matter experts.
• Implement programs for performance monitoring.
• Provide hands-on exercises during training that allow employees to practice what
they learn. Ensure that employees have the time and opportunities to develop
new skills
• Help employees apply what they have learned to real work situations
• Provide on-on-one coaching
• Provide solutions when the “real work” does not match what they learned in
training
• Be a role model for how to act in the new environment
• Identify when “more time” is not the answer and eternal intervention is required

CHANGE
Awareness
Desire
Knowledge
Ability
Reinforcement
Change must be reinforced to be sustained
Reinforcement
Actions that increase
the likelihood that a
change will be
continued
Recognition and
rewards
that sustain the change

FACTORS THAT INFLUENCE REINFORCEMENT TO
SUSTAIN CHANGE
1. Meaningful reinforcements
2. Association of the reinforcement with accomplishment
3. Absence of negative consequences
4. Accountability systems

REINFORCING CHANGE
• Celebrate successes and implement recognition programs.
• Give rewards for the successful implementation of the change.
• Gather feedback from employees.
• Conduct audits and develop performance measurement
systems; identify root causes for low adoption and implement
corrective action.
• Build accountability mechanisms into the normal day-to-day
business operations.

ACCOUNTABILITY
• When one of the
stakeholders does not
have the awareness nor
desire to change it creates
a swiss-cheese future
state.
• What should we have
done differently here?

CONSEQUENCES OF MISSING ADKAR ELEMENTS
Without Awareness and Desire
you will see:
• Employees asking the same questions over and over
• Lower productivity and higher turnover
• Hoarding of resources and information
• Delays in implementation
Without Knowledge and Ability
you will see:
• Lower utilization or incorrect usage of new systems
• Employees worry whether they can be successful in the future
• Greater impact on customers and partners
• Sustained reduction in productivity
Without Reinforcement
you will see:
• Employees revert back to old ways of doing work
• Ultimate utilization is less than anticipated
• The organization creates a history of poorly managed change

TOP 10 TACTICS FOR MANAGING RESISTANCE
Listen and
Understand Objections
1
Show the Benefits
in a Real and
Tangible Way
6
Focus on the
‘What’ and Let Go
of the ‘How’
2
Make a
Personal Appeal
7
Remove
Barriers
3
Convert the
Strongest Dissenters
8
Provide Simple,
Clear Choices and
Consequences
4
Demonstrate
Consequences
9
Create
Hope
5
Provide
Incentives
10

ADKAR FOR 2020 REMOTE WORK
Awareness Desire Knowledge Ability Reinforcement

https://www.billsynnotandasso
ciates.com.au/kb/251-
framework-53-prosci-adkar-
change-management-
activity.html

THANKS!
Kim Pruitt
Assistant Director for Organizational Development

•
•
•
•
•
•
•
•
•

Updated Strategic
Priorities
The Carolina
Experience
Rethinking Student
Employment
Staff Professional
Development

Student Affairs and Academic Support Division Meeting 10/21/22

Student Affairs and Academic Support Division Meeting 10/21/22

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