Lee D. Lambert

We are amid a major socioeconomic shift. Emerging technologies—artificial intelligence, mobile platforms, cloud computing, the Internet of Things, and semiconductors—are accelerating a digital transformation that demands greater public-private partnership to remain agile, resilient, and relevant.

This transformation, combined with declining enrollments, shrinking public budgets, and shifting workforce needs, challenges community colleges to reimagine how we sustain and scale our mission. The goal is not simply to raise more money; it is to rethink how we build robust ecosystems that connect students, industry, and communities through shared purpose and investment.

From Strategy to Execution: Lessons From Two Community College Districts

At Pima Community College (Pima), we faced this challenge directly. We repositioned the college not only as an academic institution but as a platform for regional development. In 2018, we launched a $300 million resource development campaign to transform student outcomes, workforce pipelines, and community equity.

By 2023, we had secured nearly two-thirds of our goal from grants, contracts, philanthropy, and state investment. These funds advanced economic mobility, workforce innovation, and inclusive access. At the center was public-private partnership: co-creating value with industry, government, and community leaders to address challenges none could solve alone.

Now at Foothill-De Anza Community College District (Foothill-De Anza), I’m working to build a similar foundation—aligning our talent and vision with partners who see community colleges not as charity recipients but as engines of innovation and mobility.

From Gifts to Co-Ownership

Traditional fundraising at community colleges often focuses on scholarships and capital campaigns. While essential, these are no longer enough. Today’s challenges require strategic co-investment.

Funders now expect results: stronger talent pipelines, inclusive growth, and measurable impact. To meet this demand, we must shift from transactional fundraising to ecosystem-building—linking advancement with academic innovation, workforce relevance, and data-driven accountability.

Resource development must be woven into our culture. Advancement officers, faculty, deans, and staff should all serve as ambassadors, articulating how their work adds value. Presidents and chancellors must act as connectors and storytellers, forging relationships that generate long-term support.

Mission-Aligned Innovation

One of the strongest levers we have is aligning innovation with community impact. At Pima, we launched advanced manufacturing centers, micro-pathways in IT and cybersecurity, and industry-aligned curricula. These weren’t one-time initiatives; they were platforms built for sustainability and shared value.

That same opportunity exists at Foothill-De Anza. Our colleges can translate emerging workforce needs into accessible, high-impact programs. But this requires internal capacity—grant writers, data analysts, and partnership managers—who can bring ideas to life and maintain innovation through diverse, mission-aligned funding.

Today’s funders aren’t just looking for ROI. They want human-centered outcomes: career mobility, thriving communities, and equitable opportunity. Our partnerships must reflect that. When we co-design solutions with those outcomes in mind, we earn lasting support.

New Funders, New Relationships

As federal stimulus dollars fade and state funding plateaus, we must engage a new generation of partners: venture philanthropies, mission-driven corporations, labor unions, social impact investors, and regional collaboratives. These stakeholders are motivated not just by financial returns, but by a deeper commitment to societal transformation—expanding opportunity, closing equity gaps, and building resilient communities.

At Foothill-De Anza, we’re exploring partnerships that connect education with urgent needs—from climate technology and AI to healthcare access and digital inclusion. The key is to frame our work in terms that matter to funders: innovation, equity, and the power of education to drive lasting change.

Resource Development as Core Strategy

To succeed, we must redesign our internal architecture. Resource development can’t be a side office—it must be a core strategy. That means aligning fundraising goals with institutional priorities, empowering faculty to pursue support, and tracking outcomes transparently.

At Pima, we broke silos between academics, workforce development, and advancement and facilitated agile teams to respond to time-sensitive opportunities. That cross-functional muscle is now key to building a high-performance culture at Foothill-De Anza.

We are embedding resource development into our equity agenda, strategic planning, and regional engagement. Every department must understand how their work contributes to our value proposition—and how that value attracts support.

A Culture of Shared Stewardship

Ultimately, this is not just about money. It’s about shared stewardship of our students’ futures and our communities’ well-being. It means inviting funders, employers, alumni, civic leaders, and students to co-create the future of our institutions. When we shift from being recipients of generosity to facilitators of opportunity, we unlock more than dollars; we build networks of trust, accountability, and mutual investment.

This moment calls for bold thinking, broad collaboration, and a renewed commitment to the public mission of community colleges. With the right people, partnerships, and purpose, we can launch a campaign that meets this moment. At Foothill-De Anza, we are ready.