Now is the time to rethink your multi-campus strategy

In an era marked by enrollment declines, financial pressures, and changing student expectations, multi-campus colleges and universities find themselves at a strategic crossroads. While online education has opened new possibilities, the value of physical locations for teaching, student support, and community engagement remains strong. Yet, many regional campuses—once seen as engines of access and expansion—are facing new scrutiny as institutions reassess how to operate sustainably and cohesively across locations.

Earlier this month, we convened a group of senior higher education leaders for a small, closed-door session on the strategic, cultural, and operational complexities of running a multi-campus network. The conversation reinforced a shared reality: managing multiple campuses today requires far more than logistical coordination—it demands bold decision-making, deep community engagement, and a willingness to revisit long-held assumptions.

It’s a pivotal moment for multi-campus institutions

Colleges and universities have arrived at multi-campus models in different ways. Some campuses were strategically opened to meet workforce or geographic needs, and others were absorbed through mergers or system-building efforts. But today, most are grappling with a similar question: How do we ensure that our multi-campus structure adds value—rather than complexity—in an increasingly competitive environment?

Here’s why this conversation is more urgent than ever:

• Demographic shifts are driving significant enrollment declines, especially at access-oriented regional campuses
• Financial pressures are making it difficult to subsidize under-enrolled or sub-scale sites
• Student expectations are evolving, with demand growing for hybrid learning, consistent support, and real-world, career-connected experiences
• Geographic limitations—from rural communities to island-bound locations—create real barriers to mobility and equity
• Internal politics and cultural ownership complicate even well-intentioned efforts to centralize services or consolidate programs

In our conversation, senior leaders shared how this rapidly changing environment is affecting their campuses, and together they uncovered common challenges and promising practices. Read on for the five key themes that emerged throughout the discussion.

1. The culture shift is as hard as the business shift

Several leaders emphasized that redesigning a multi-campus model isn’t just a financial or operational challenge—it’s a cultural one. Faculty and staff often feel strong ownership of their campuses and programs. Leaders described the difficulty of importing a “best practice” from one site to another, especially when local control over curriculum, identity, or governance is deeply valued.

One leader managing multiple campuses shared how each site differs in its political leanings, employer partnerships, and student demographics—necessitating tailored strategies, not blanket solutions. Another described how a rural and urban campus under the same leadership require very different approaches to community engagement and curriculum design.

2. Operational consistency across multiple campus locations remains elusive

Ensuring a consistent student experience across campuses—particularly when it comes to advising, onboarding, and transfer pathways—was a near-universal concern. In many cases, students choose the nearest campus because they are place-bound, but their educational goals may require access to offerings at other locations. Online courses have helped bridge these gaps, but raise questions about course equivalency, accreditation, and student readiness.

Others pointed to internal competition as a barrier—campuses may hesitate to encourage transfers or consolidate programs if it feels like “giving up” local turf.

3. Institutional identity is fragmented—and that’s a problem

A central tension for many colleges and universities is the desire to preserve campus-level uniqueness while delivering a cohesive institutional experience. In some cases, programs like law or nursing operate on multiple campuses but are effectively different experiences.

Leaders are grappling with how to create “one university” in the eyes of students and the public, while still allowing for differentiation where it matters—such as curriculum tailored to local workforce needs. Several institutions are beginning to standardize marketing, technology platforms, and even graduation experiences across campuses to reinforce a shared brand.

4. Some programs can (and should) scale—others must specialize

There’s growing recognition that not every campus needs to offer the full menu of academic programs. Leaders shared how they’re reviewing their entire program portfolios—across all sites—to identify where duplication can be reduced and where investment in community-aligned programs (such as nursing or teacher education) can support both enrollment and mission.

One university recently built a feeder program to funnel pre-nursing students from its flagship to a regional campus with advanced training capacity, turning a resource imbalance into a shared win.

Other institutions are exploring co-teaching models, hybrid instruction, and consortial approaches to sustain smaller disciplines that may not justify full-time faculty at every location.

5. Successful change requires community-rooted leadership

To lead a multi-campus network well, leaders must be embedded in the communities they serve. That means more than overseeing operations—it means attending local events, forging partnerships with employers, and earning the trust of stakeholders who may be skeptical of change.

One leader described how deans travel daily between campuses that are hours apart to maintain a consistent presence. Another noted that without system-level collaboration and shared infrastructure, innovation remains isolated and inconsistent.

The demands of place-based leadership are significant, especially when campuses are spread across rural areas or distant geographies. Yet without it, strategic alignment falters.

What’s next?

Managing a multi-campus institution in today’s environment is a formidable challenge—but also a powerful opportunity. By confronting the hard questions and learning from one another, institutions can build systems that are more efficient, more equitable, and better aligned with the needs of students and communities alike.

There’s still a lot more to tackle when it comes to multi-campus strategy and operations. To continue the conversation, we are hosting two upcoming discussions for senior leaders: