President Varlotta,

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

Antioch’s 2024–2030 strategic plan points toward a more integrated institution, including stronger data governance, sustainable operating models, and greater centralization of administrative functions. As that work advances across five campuses, four states, and an online division, the operating model beneath the technology matters as much as the platforms themselves.

Three things caught our attention.

1. The destination is clear. The operating model has to make it possible. Antioch’s strategic plan calls for stronger data governance and greater centralization of administrative functions. Those priorities depend on more than technology. They require clarity about processes, staffing, service ownership, decision rights, and the support structures surrounding the systems already in place. From the outside, the direction is clear; what is less visible is whether the current model is structured to get Antioch there efficiently.
2. Sustainable operating choices matter more when resources are under pressure. Antioch’s FY2025 results show expenses outpacing revenue after a surplus the prior year. One year does not define the University’s trajectory, but it does make the decisions Antioch can control more consequential — especially how resources are deployed and whether the operating model provides the right balance of cost, capacity, performance, and flexibility.
3. Leadership transition creates a natural moment to establish a baseline. Several senior leadership roles have changed since 2025, including technology leadership. From the public record, portions of the environment are visible — including Ellucian Colleague, Brightspace, AUDirect, and Zoom. What is harder to see externally is how responsibilities, support, and institutional knowledge are distributed around those platforms. An independent baseline can help new leaders distinguish what should be preserved from what may need to evolve.

Why Antioch. Why now.

1. Strategic priorities are moving from plan to execution. This is the point at which governance, data, centralization, and service-delivery choices begin to shape day-to-day operations.
2. Budget and operating-model decisions are converging. A clearer view of recurring cost and capacity can inform those choices before new assumptions become embedded.
3. Technology leadership is being reset. That creates a rare opportunity to document the environment before the next roadmap and service model are carried forward.

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.