Dr. McMenamin,

This page was built for UCNJ. It is a short, candid outside read on the College’s operating environment, prepared by CampusWorks + Dynamic Campus from the public record before any conversation with your office.

UCNJ’s Reform Agenda has helped earn the College recognition as an Aspen Prize finalist. With enrollment growing and a new vice president of information technology joining your cabinet, the College has an opportunity to connect its next technology decisions more closely to the student outcomes it is pursuing.

Three things caught our attention.

1. The Reform Agenda sets the direction. Recognition as an Aspen Prize finalist gives UCNJ a strong foundation. Technology decisions can help sustain that progress by connecting systems and support to the student outcomes the College is pursuing.
2. New technology leadership creates an opportunity for clarity. A new vice president of information technology can help define what the College should own internally and where external expertise adds value.
3. The SaaS migration changes the work around the platform. As Colleague moves to SaaS, governance, functional support, and service responsibilities deserve attention alongside the system itself.

Why UCNJ. Why now.

1. Technology leadership is evolving. This is a useful time to define ownership and expectations.
2. The Colleague SaaS migration is underway. Planning can account for the work the College will still need to perform.
3. Future service decisions can build on a documented baseline. Establishing it now gives leadership more time to compare options.

This is a useful moment to step back because the evaluation is most valuable while important choices are still open — before the next operating model becomes the default.

What you can expect from a Different Perspective evaluation

CampusWorks + Dynamic Campus will provide a complimentary Different Perspective evaluation that will result in a concise, executive-level assessment designed to help you better understand the current IT environment, identify opportunities for improvement, and determine if your current IT managed services model is built for where your institution is headed.

Deliverables include:

• Key observations, findings, and recommendations emerging from the assessment.
• SWOT analysis identifying strengths, weaknesses, opportunities, and risks within the current IT environment.
• Quick wins and areas for growth highlighting opportunities for near-term improvement as well as areas requiring longer-term attention.
• High-level strategies and forward-looking options, including a 12–18-month recommendation roadmap to help guide sequencing and next steps.
• Core systems analysis covering the institution’s ERP, SIS, CRM, and related platforms.
• Initial maturity assessment of operational practices, governance, AI maturity, and cybersecurity posture.
• Prioritized themes for improvement or change identifying the areas that warrant the greatest attention, investment, or further exploration.

Before you carry today’s model forward, get a different perspective.

No proposal. No obligation. No requirement to change providers. No commitment of any kind.

Just an independent perspective on what the current model delivers, what the institution needs next, and whether those two things are still aligned.

Why CampusWorks + Dynamic Campus?

Because managed services should evolve with the institution. CampusWorks + Dynamic Campus bring together deep IT and functional expertise to deliver one of higher education’s most comprehensive managed services models. Our integrated approach is designed for today’s financial, operational, workforce, and technology realities — helping institutions extend capacity, reduce risk, strengthen resilience, and improve the way work gets done across the enterprise.

More importantly, we help institutions look beyond the status quo. With expertise that extends well beyond technology alone, we provide the perspective, flexibility, and support needed to choose an operating model aligned with where the institution is headed next.