Mr. Thomas-Hooke,

This page was built for Bergen. It is a short outside read on the operating environment behind the College’s financial and strategic priorities, prepared by CampusWorks + Dynamic Campus.

Tuition and fees remain Bergen’s largest revenue source, while county and state funding represent another significant share. At the same time, credit headcount remains below where it stood a decade ago. When major revenue drivers are influenced by forces outside the College’s control, the operating decisions Bergen can control become even more important.

Three things caught our attention.

1. The delivery model is one of the levers Bergen can shape directly. How the College structures capacity, supports systems, manages vendors, designs processes, and deploys staff all affect the balance of cost, performance, and flexibility — even when the timing and trajectory of revenue are less controllable.
2. Enrollment pressure changes the economics without reducing complexity in equal measure. Systems, compliance, specialized expertise, and student-service expectations do not disappear simply because headcount changes. The financial question is whether Bergen has the right mix of fixed capacity, flexible expertise, automation, and outside support for the institution it is becoming.
3. Technology leadership transition creates an opportunity to establish the real baseline. A new CIO gives Bergen a natural moment to document what the current environment costs, what it provides, where internal capacity is consumed, and where a different delivery approach could create greater predictability or flexibility.

Why Bergen. Why now.

1. The revenue model makes operating flexibility especially valuable. A clearer picture of the cost and capacity side of the equation can support decisions Bergen is better positioned to influence.
2. A new CIO is in the first year of the role. Vendor relationships, staffing assumptions, and service expectations can be reviewed before they become the new normal.
3. A managed services renewal is a natural decision point. An independent view now can help Bergen understand the tradeoffs before committing to another cycle.

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 renew, 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.