The success of universities resonates with the employees who interact daily with external customers (Pongton & Suntrayuth, 2019). Many universities have altered or are trying to adjust to the fluctuating environment as they reorganize their structure and put more importance on improving their performance (Camilleri, 2021). Employee performance has a very important role in achieving this private, non-profit university's goals. Employees must be kept up to speed on new professional skills and information frequently, to sustain the standardized knowledge required to implement daily tasks. They must work as much as possible to achieve good results or outputs in accordance with what the university has expected because employee performance will affect the success of the university. This mixed methods research investigated the work processes of seven staff members in a college of health and wellness in a private, non-profit university located in the southeast United States using structured interviews. The research also focused on the performance of the university during the tenure of these seven staff members prior to a professional and development training intervention versus the performance of the university following the implementation of best practices using the Wilcoxson Signed Rank Test. Improvement science serves as a theoretical foundation for this dissertation that included a performance gap analysis to pinpoint work processes among staff that necessitated improvement. After conducting a root cause analysis, an improvement theory identified the need for a professional and development training for staff to implement best practices when working with the organization's customers. Using root cause analysis, the scholar-practitioner conducted interviews, observations, and participated in virtual meetings to gain a better understanding of staff members' work processes and discovered that staff worked in silos and performed their tasks independently within their offices. They seldom collaborated with other staff members to share successful work processes. A professional and development training was implemented to address the issue and guide staff members on implementing best practices using established benchmarks. A pilot Plan-Do-Study-Act cycle was implemented to analyze and make changes to the training and, then repeated in a second cycle. The intervention was evaluated using the Phillips' return on investment model to determine whether the change idea was successful. There has been little to no emphasis on work processes among staff as an antecedent of collaboration and performance. In response to this gap, this research investigates the impact of a structured model for work processes among staff members in a College of Health & Wellness to improve collaboration. The scholar-practitioner's findings will seek to address the role that a structured work process plays in supporting collaborative work. Thus, the current research is guided by the question: How do the work processes among staff in a College of Health and Wellness impact collaboration and the organization's performance? [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com.bibliotheek.ehb.be/en-US/products/dissertations/individuals.shtml.]