Successful development should not only encompass the growth of productivity, but should also ensure that the adopted pattern of growth is broad-based. This way, the management ends up with a variety of policy options that can be evaluated to select the best development strategy. The selected strategy must tailor those policies to the objectives of growth and development (Kind, 2013). However, since the world is rapidly changing, the long-term development needs of institutions are often overlooked. Instead, prompt and drastic measures are taken so that the institution remains competitive and relevant to stakeholders (Borman & Hewes, 2002). In the long run, organizations find themselves in complex situations that sometimes call for an entire system overhaul. However, it is important to point out that at times, the complex situations in which organizations find themselves result from external factors. Mt. Rossmoor Community College’s case is a typical example an externally instigated complexity. Unfortunately, the college’s management has to bear the burden of navigating it out of the delicate circumstance. This paper examines MRCC’s condition and outlines policy options that can be explored to move it forward. For Mt. Rossmoor Community College (MRCC) to be the fifth among the fastest growing community colleges in the nation, the management must have implemented some prudent policies. Therefore, the 24% growth is not only due to the housing boom as claimed, but also as a result of proper strategy formulation and implementation. Unfortunately, MRCC did not escape the tide of the national economic crisis that prompted the government to reduce its budgetary allocation to public institutions. Consequently, MRCC’s faces a 15% reduction in the financial support it gets from the government reduced by 15%. This adjustment is likely to affect the well being of all the stakeholders of the college. As such, the management must act swiftly to formulate new strategies and come up with a lean mode of operation. MRCC needs a new budget that will guide its new mode of operation. The new budget should outline how much the program will cost, give a forecast of its sustainability, and align the program’s implementation costs with MRCC’s fiscal strength. The stakeholders that are likely to be affected directly by such drastic measures would include the local community, the management, students, employees, the government, and suppliers. Students expect value in the form of proper service delivery since they pay fees. They gauge the level of service delivered based on the quality of accommodation facilities, catering services, and most importantly, academic services. The management for its part expects the college to run smoothly while the community expects transformed individuals who can successfully take up societal roles after training. For employees, the most important concern is that their jobs should be satisfying and rewarding. The jobs should avail opportunities for career growth and advancement. Suppliers, like all other stakeholders, also have their expectations. They expect their merchandise to be ordered and paid for in time. Finally, the government, despite reducing its financial support, expects the college to produce responsible and productive workers. To meet all these expectations in the face of financi