From Silos to Synergy: How CCAC is Advancing Its ‘One College’ Vision

Introduction 
The Community College of Allegheny County (CCAC) sought to build on its commitment to student success and institutional excellence by commissioning a comprehensive assessment of its organizational structure and service delivery. Through stakeholder engagement and data-driven analysis, the College identified opportunities to strengthen internal collaboration, improve employee satisfaction, and enhance the student experience across campuses. 

Assessment Approach 
The review process included a wide range of engagement activities designed to capture honest, solution-oriented feedback. MGT conducted an environmental scan and benchmarking study, followed by the collection of direct input from employees, students, and leadership teams. This multi-pronged approach ensured a clear and accurate understanding of the college’s operational strengths and areas for improvement. 

  • Employee Survey: A survey was distributed to approximately 1,400 CCAC employees and stakeholders. With over 360 responses, the feedback highlighted institutional priorities, shared concerns, and aspirations for improvement. 
  • Virtual Focus Groups: More than 100 stakeholders participated in structured group discussions. Participants included college administrators, staff from various departments, and members of leadership. These conversations provided valuable insights into the college’s communication culture, leadership effectiveness, and service delivery models. 
  • Leadership Interviews: Individual interviews with 22 members of the President’s Cabinet and next-level leadership allowed for in-depth discussions on organizational dynamics, operational processes, and strategic alignment. 
  • Student Survey: Nearly 10,000 students were invited to share their perspectives, with more than 600 responding. Their feedback focused on the accessibility of support services, campus engagement, and preferences for in-person and virtual experiences. 

Key Findings 
The assessment revealed several themes that presented opportunities for CCAC to strengthen its operations. Employees expressed a desire for clearer communication, improved morale, and greater autonomy in decision-making. Many felt that leadership’s involvement in day-to-day tasks limited their ability to take initiative. Additionally, there was a desire for increased flexibility, including expanded remote work options and a more consistent approach to the four-day workweek. 

Students and staff also noted limited traffic at some centers, questions about the regional operating model, and the importance of expanding access to virtual services. As the college looks ahead, integrating technical systems and addressing upcoming enrollment shifts were seen as important priorities. Throughout all conversations, participants emphasized the need for increased transparency, better-defined roles, and a shared vision across departments. 


Strategic Recommendations
 
MGT provided a set of forward-looking recommendations, informed by collected data and supported by rationale, to support a more unified, responsive, and student-centered institution, including: 

  • Strengthen the student experience by expanding the one-stop shop model on each campus, offering streamlined support services in a centralized location. 
  • Offer a true four-day workweek by closing college offices on Fridays during the summer and potentially year-round, supporting both employee wellness and operational efficiency. 
  • Conduct a review of hybrid-eligible roles to identify opportunities for flexible, remote work arrangements that promote employee engagement and retention. 
  • Realign cabinet leadership and revise organizational charts to support the One College model and ensure clear accountability across all functions. 
  • Establish a new Vice President for Strategic Initiatives and Community Engagement, reporting directly to the President, to lead innovation and strengthen external partnerships. 
  • Reevaluate the role and impact of CCAC’s centers to ensure they serve their communities effectively while operating efficiently. 
  • Align budgets with functional departments rather than individual campuses to improve resource allocation and support institutional priorities. 
  • Create a dedicated Orientation Office within the One-Stop framework and require orientation participation to ensure all students receive a consistent and supportive introduction to the College. 
  • Revisit the insights from the previous Strategic Enrollment Management Assessment and American Association of Collegiate Registrars and Admissions Officers Consulting report to reinforce continuity and build upon prior strategic planning. 

Conclusion 
Through this collaborative assessment, CCAC demonstrated a strong commitment to continuous improvement and excellence in service. The findings and recommendations provide a clear pathway to a more cohesive, flexible, and student-focused institution. By acting on these insights, CCAC is well-positioned to foster a positive work environment, expand access to essential services, and confidently navigate the evolving higher education landscape. These efforts will help ensure that every student and employee feels supported, valued, and empowered to thrive. 

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