In the face of challenges, community colleges undergo
major organizational redesign
By Douglas J. Guth
WHEN JIANPING WANG JOINED Mercer County Community College (MCCC) as the college's president in July 2015, she was quick to vocalize the unprecedented challenges facing community
colleges today, among them declining enrollment, decreasing public funding and increasing
demand for higher graduation rates.
Such fundamental problems called for reexamination of the school's foundation, an
assessment Wang deemed necessary to ensure her students entered the working world as
productive employees and engaged citizens.
The newly minted administrator laid out a strategic plan that overhauled MCCC's organizational structure and changed its culture based on the tenets of faculty-wide accountability and
professional effectiveness. Drilling down into these larger issues meant presenting a reimag-ined advising system, a new student intake process and the integration of technology-driven
strategies to make student success—as Wang puts it—"everyone's business."