Accountability demands on North Carolina community colleges are examined in a qualitative case study of three institutions that met Exceptional Institutional Performance standards set by the North Carolina General Assembly in 2007-2008 or 2008-2009 after not having met them in previous years. The study uses a theoretical foundation of Joseph Burke's accountability triangle to view the accountability pressures and the resulting strategic planning to successfully confront the pressures of market, political, and academic perspectives. Each college is explored using a within-case model, and a cross-case comparison is made to determine convergent themes of strategic planning. A set of best practices emerges from the common themes of the three colleges for meeting the needs of community constituents, students, and campus constituents through effective plan implementation.