Case Study:

Institutional Context

Following the consolidation of a Regional Comprehensive Institution and a State University, the secondary campus (formerly the State University) faced a critical inflection point. The campus was struggling with a significant decline in enrollment and a pervasive identity crisis. Faculty and staff remained tethered to the legacy of the former independent institution, leading to a culture of anecdotal positioning rather than forward-looking strategic planning.

The Challenge: Confronting the "Data Gap"

The University President appointed a Task Force to stabilize the campus. The primary obstacle was a lack of clarity regarding the campus's new academic identity. There was no clear "crosswalk" between the legacy programs of the former State University and the current course roster under the Regional Comprehensive Institution. To preserve the campus's viability, the leadership needed to bridge the gap between historical sentiment and modern market demand.

The Consultant’s Strategic Intervention

Serving as the Co-Chair of the Task Force, the consultant facilitated a high-stakes transition from an anecdotal culture to a data-informed one. The intervention was characterized by three strategic maneuvers:

• Priming for Rapid Decision-Making Recognizing the urgency of the upcoming enrollment cycle, the consultant ensured the Task Force did not "start from zero." By synthesizing existing programmatic work and "priming" members with preliminary data, the consultant bypassed the standard inertia of committee work. This allowed the group to move immediately into an iterative process of evaluation and decision-making.
• Bridging the "Reality Gap" with Market Intelligence The consultant integrated third-party market analysis to provide an objective "reality check." By presenting a clear crosswalk between legacy programs and current market potential, the consultant led faculty and staff through a rational assessment of their offerings. This data-driven approach allowed the group to identify 4–6 high-yield, market-aligned programs that were ripe for expansion or modernization.
• Shifting the Cultural Narrative A core component of the consultant's role was managing the "human element" of the transition. The consultant moved the conversation away from "longing for the past" and toward a proactive Strategic Enrollment Planning (SEP) approach. By facilitating radical transparency and inclusive discovery, the consultant helped the campus community see their value through the lens of current regional economic development needs, rather than historical tradition.



The Results: Operational Clarity and Cultural Shift

The work of the Task Force resulted in a fundamental shift in how the campus operates and perceives itself:

• Measurable Enrollment Growth: The strategic focus on market-aligned programs led to immediate and sustained enrollment improvements across multiple key disciplines.
• Cultural Transformation: The most significant outcome was the permanent shift in campus culture. The faculty and staff moved from a reactive, anecdotal posture to a proactive, strategic enrollment planning mindset.
• Strategic Rebranding: The campus successfully established a new identity statement that positioned it as a "catalyst for talent" in its metro area, deeply connected to the regional economy and the broader University.