Fitchburg State College (Massachusetts), a comprehensive public college, initiated restructuring using Total Quality Management (TQM) techniques in December 1992. The effort's mission was to increase communication, to identify barriers to defined goals and service to students, and to find ways to overcome those barriers. Two surveys followed the establishment of the mission: (1) a survey of graduate school alumni that found that inadequate communications and choice were major problems of the college; and (2) a marketing study that sampled students, alumni, prospective students, guidance counselors, employers, regional community members, and local community members to evaluate how the school's clientele perceived Fitchburg. Overall this study showed that Fitchburg enjoyed a solid reputation but that improvement was called for in communications, feedback, student choice, services, marketing and operations. Improvement actions were initiated in each area. Outcomes of these efforts show graduate student enrollment in 1994 was up by 14 percent over 1993 and up 22 percent over bench-mark 1992 figures. Graduate division revenue in 1994 had risen by 30 percent over 1992. In addition, Fitchburg started eight new degree programs. A 1995 follow-up study was undertaken designed to determine the effectiveness of actions already taken and to discover new needs and issues. (JB)