Clackamas Community College
Glide Path
OVERVIEW
Like many community colleges across the country, Clackamas Community College (CCC) found itself facing a structural budget deficit as one-time pandemic-era funding sources came to an end. Rather than implementing across-the-board cuts that would potentially harm student success, CCC's leadership was committed to taking a different approach—one that would lead with the college’s desired outcomes in mind and that would align reductions with institutional priorities and mission. This required an involved, transparent process that engaged people early and utilized CCC's newly redesigned shared governance structure.
Having partnered with Coraggio Group since 2020 on strategic planning, process improvement, values-based budgeting processes, and bond development, CCC once again turned to Coraggio to design and facilitate a comprehensive budget advisory process that would generate informed recommendations for addressing the deficit. Coraggio's deep familiarity with the college's culture, values, and operations made them a natural partner to facilitate this critical work—providing the neutral, third-party expertise needed to navigate difficult conversations while fostering engagement, transparency, and trust across the college community.
Through this rigorous process, CCC not only identified strategic budget reductions aligned with institutional priorities but also discovered potential savings that could be achieved through process improvements and operational efficiencies—creating a path forward that addressed the deficit while considering both employee satisfaction and organizational effectiveness.
APPROACH
Working within CCC's newly redesigned shared governance structure, Coraggio partnered with college leadership to design a transparent process for forming the Budget Advisory Subcommittee (BAS), which would generate informed recommendations for the Executive Team. Rather than having leadership appoint members, the process was intentionally structured to ensure broad representation. Shared governance councils nominated representatives and members were selected through a randomized selection process. This transparent approach built confidence that the BAS truly represented diverse perspectives across the college.
With the BAS established, Coraggio facilitated the group through a structured assessment process that kept the focus on desired outcomes rather than simply making cuts. The process began by establishing what the college wanted to preserve and support through its resources—centering student success, operational efficiency, equity, and data-informed decision-making. To maximize meeting time for substantive dialogue, Coraggio utilized pre-assessment tools that allowed members to complete preliminary evaluations before meetings. This approach focused in-person discussion time on areas of discrepancy or complexity rather than rehashing areas of consensus. This structured approach was critical, but equally important was Coraggio's role as a neutral third party. Coraggio could raise difficult topics while also holding the group accountable to established group agreements in ways that may be more challenging for an internal facilitator.
To support the college to realize the additional potential savings through enhanced efficiency and effectiveness, Coraggio designed and facilitated a "Glide Path" implementation phase, where teams identified process improvements. Coraggio designed tools and tactics to guide the teams through the process of mapping the current state of the process, identifying and prioritizing improvement opportunities and their associated savings, and then designing a recommended future state for Executive Team consideration. Coraggio’s intensive facilitated work sessions provided hands-on support and development of continuous improvement capabilities in the team. In addition to identifying potential cost savings and efficiency improvements, the teams identified ways to address pain points for employees that will improve their work experience and satisfaction. Regular check-ins with a Core Team and facilitated sessions with the Executive Team ensured momentum, addressed roadblocks, and maintained alignment throughout the process.
Throughout the multi-phase engagement, the approach evolved as new information emerged, and circumstances shifted. The Glide Path itself was a nimble adaptation to ensure the college could make informed decisions with the best available data. This flexibility and responsiveness—combined with deep knowledge of CCC's culture and operations built over years of partnership—allowed Coraggio to provide the right support at the right time.
OUTCOMES
A comprehensive set of strategic budget recommendations to address the structural deficit while maintaining focus on student success, equity, and operational excellence.
Cost savings identified through process improvements and operational efficiencies that aim to not only reduce expenses but also address employees’ pain points and improve organizational effectiveness.
A transparent budget advisory process that fosters clarity and engagement across the college community through randomized selection and inclusive participation.
Strengthened capacity for continuous improvement across the organization, with implementation teams equipped with tools, workbooks, and facilitation support to operationalize recommendations.
Enhanced buy-in and confidence from leadership, employees, and governance bodies through a values-based approach that prioritized desired outcomes.
A sustainable model for future budget and decision-making processes that CCC can continue to use and adapt as circumstances evolve.
Jeff Shaffer, Vice President of Finance and Operations (CFO), Clackamas Community College