“I’m not an IT person, but Modern Campus makes it easy.”
Chrissy Genovevo | Curriculum Operations Manager at Coastal Carolina University
Coastal Carolina University (CCU) faced a reality familiar to many colleges and universities: managing curriculum administration with limited resources and a small team. In this case, an office of one.
As CCU’s Curriculum Operations Manager, Chrissy Genovevo oversees the university’s entire curriculum lifecycle: from faculty support and curriculum governance to proposal and approval management, committee coordination, and catalog publication.
Managing curriculum at CCU means supporting more than 100 academic programs, coordinating hundreds of curriculum changes each year, and ensuring updates flow accurately into the university catalog. As enrollment has grown nearly 20% since 2020, so has the complexity of keeping that ecosystem running smoothly.
For an office of one, that kind of volume leaves little room for inefficiency. Manual processes only made the workload heavier.
“During an academic year, we can get anywhere from 90 to 110 program changes or new programs,” said Genovevo. “We can easily have 150 to 200 course changes or new courses. Before, all of that was manual entry.” The workload wasn’t going away. The only way to keep pace was to rethink the process itself.
“My first year in this role I thought, ‘There’s no way I can do this.’ But when I saw what Curriculum had in store I thought, ‘This is going to be great.’”
Chrissy Genovevo
CCU wasn’t starting from scratch. The university had already adopted Modern Campus Catalog, giving Genovevo a strong foundation as a user. Adding Modern Campus Curriculum created an opportunity to rethink how curriculum moved through the institution.
That meant replacing manual processes with standardized workflows and shared resources that empowered faculty. Approved curriculum information no longer had to be recreated for publication, reducing duplicate work while improving consistency between proposals and the catalog.
“Before, we would tell faculty to go to the program page, print it as a PDF, convert it to Word, and do track changes—it was so confusing,” Genovevo said. “Having a draft catalog to work in, connected with Curriculum, makes it so much easier.”
Standardized workflows also gave faculty a consistent process, making training more effective and curriculum review easier to manage.
Genovevo approached the project as more than a software rollout. It was an opportunity to build a better process for everyone involved. Before launch, she created training videos, built a curriculum resource site, and met with faculty to answer their questions and gather feedback.
“The developers were able to make tweaks that opened the eyes of our faculty to all of the benefits. If you make a mistake, I don’t have to send your proposal all the way back to the beginning. I can change it on the fly in the meeting.”
Chrissy Genovevo
Before Connected Curriculum, faculty relied on manual processes that often resulted in duplicate work and outdated information. Today, standardized proposal structures and a connected draft catalog keep approved curriculum information consistent from proposal through publication.
“When you have something like Curriculum that can do the integration and import, it makes it so much cleaner,” Genovevo said. “Schemas are going to be consistent. Information is going to flow back and forth. Even doing something as simple as a program change in Curriculum is easier.”
Rather than relying on IT for daily support, the curriculum office became the primary resource for faculty questions and system administration.
“If someone goes to IT with a question about the catalog, the first thing they say is, ‘Go ask Chrissy,’” Genovevo said. “I’m able to answer their questions. This is definitely something I’ve been able to handle as a single system administrator.”
As CCU modernized curriculum operations, Genovevo also saw new possibilities for the university’s catalog. With Modern Campus Career Pathways, the university transformed the catalog from an administrative resource into a marketing tool that helps prospective students explore programs before they enroll.
“I wanted to see if there was something more we could do,” Genovevo said. “When I saw Career Pathways, I thought, ‘That is amazing.’ I presented it to my provost and all the deans, and I was able to show them that it can help not only our current students, but we can use it as a marketing tool.”
By treating implementation as an ongoing conversation rather than a one-time project, CCU created a curriculum operation that could continue to evolve alongside the institution. As faculty and administrators grew more confident in the platform, they became more willing to explore new ways it could support their work. Implementation was only the beginning.
“That communication back and forth, and transparency, has helped them realize that this system really isn’t just about curriculum, but that we can look for different ways to utilize it that make everyone’s life a little bit easier.”
Chrissy Genovevo