The Luke Principle states that the successful implementation of any organizational change requires a counting of the costs (Ousley, 2003). As developers do not construct a building, nor do governments go to war, without counting costs, administrators in higher education should not reorganize units or merge departments without counting costs. This manuscript addresses the costs of implementing a one-stop service model. In the implementation of a one-stop service center, the costs include (a) the remodeling of facilities; (b) the acquisition and training associated with technology; (c) the opportunity costs of choosing the one-stop model over an alternative model; (d) the hiring, training and compensation of staff; and (e) the emotional costs for staff as they make a paradigm shift, learning new tasks and adapting to an environment with new boundaries and relationships. This article presents findings from qualitative research on one-stop service centers in three community colleges. The effectiveness of the organizational change from a silo model, where parts of a process or service are provided by separate departments, to a one-stop model, where processes and services are integrated in a single location, is evaluated for each site.