Shifts in the wider social and economic environment have fundamentally challenged the role and purpose of universities in society. These changes have resulted in universities being more directly linked to industry-based needs, a more diverse student population, an increase in technology facilitated delivery, more corporate styles of institutional management and higher staff/student ratios. The response of individual universities to these changes has included refocussing the services provided by units such as student support services to contribute directly to the strategic directions of the university.

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 implementation in the higher education sector.

The paper presents an overview of the new direction and the way it has been conceptualised as a coherent and systematic approach for all students, including the various equity client groups. Features 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 support staff.