In the fall of 2019, our large southeastern metropolitan university launched a campus strategically situated in downtown Orlando. As we all remember, in the spring of 2020, as our campus was starting to build momentum as a student and community-centered hub, the world shut down because of a global pandemic. Our challenges over the last several years have been multifaceted. Our university lost key administrators who championed the efforts of the new campus and we have been trying to reclaim the vision and purpose of this space. We have also had a dearth of faculty engagement at the new campus partly because of so many remote courses and meetings. These challenges impact all stakeholders involved with the downtown campus. To reclaim our purpose, we interviewed key stakeholders (N = 21) connected to the university and/or the community to then use their perspectives on the downtown campus as well as their thoughts on community-engaged scholarship (CES) to create a strategic plan to move forward. To code our 188 (N = 188) units of analysis we used the six categories of community engagement as identified by Gordon Da Cruz, (2018). These categories include community-identified issues, scholarly investigation of public issues, collaborative and mutually beneficial community-university partnerships, collaborative knowledge production, institutional resources for the public good, and integration with faculty scholarship. Our findings reveal the following breakdown: community-identified issues (n = 12), scholarly investigation of public issues (n = 15), collaborative and mutually beneficial community-university partnerships (n = 66), collaborative knowledge production (n = 26), institutional resources for the public good (n = 50), and integration with faculty scholarship (n = 19). We used these distinctions as well as stakeholder suggestions to build a strategic plan and our seven primary goals or objectives for moving forward into our next phase.