Better Together: Aligning Workforce and Fundraising to Unlock Investment

Dr. John Rainone - President, Mountain Gateway Community College, Virginia
Dr. Anthony Wise - President, Pellissippi State Community College, Tennessee
Dr. Jo Alice Blondin - President, Clark State College

At this year’s American Association of Community Colleges Annual Convention, one theme came through clearly in our session, Better Together: How Collaboration Can Drive Better Workforce Development Fundraising: community colleges have entered a moment where alignment is no longer optional—it’s essential.

For years, workforce development, advancement, and economic development have often operated in parallel. Same institutions, same mission—but not always the same conversation. As a result, opportunities were missed: employer partnerships left under-leveraged, funding conversations fragmented, and institutional impact stories diluted.

What’s changing now—and why this moment feels different—is urgency. Colleges are navigating workforce shortages, evolving employer expectations, and increasing pressure to demonstrate economic impact. At the same time, traditional funding sources are tightening. This convergence is forcing a shift: alignment is no longer a “best practice,” it’s a strategic necessity.

During the panel, presidents Dr. Jo Alice Blondin, Dr. L. Anthony Wise, and Dr. John Rainone shared practical examples of what this alignment looks like in action—not in theory, but on their campuses.

A consistent takeaway was simple but powerful: when workforce and fundraising are aligned, the institutional story becomes clearer—and funding follows. Instead of approaching employers, donors, and public partners with separate messages, aligned institutions present a unified value proposition: talent development, economic mobility, and regional growth. This shift reframes the conversation from “supporting the college” to “investing in the community through the college.” That distinction matters—and it resonates more deeply with funders across sectors.

The panel also highlighted what happens when alignment doesn’t occur. Silos create confusion internally and externally. Employer relationships can become fragmented. Advancement teams may lack access to workforce priorities, while workforce leaders may not be positioned to think about philanthropy or long-term investment strategies. In these environments, opportunities don’t just slow—they disappear.

Importantly, this work cannot be fully delegated. Presidential leadership emerged as a critical factor. Setting the tone, reinforcing shared priorities, and ensuring cross-functional collaboration all start at the top. While execution happens across teams, alignment is driven by leadership.

So where should colleges begin? 

One practical takeaway from the discussion: start by clarifying ownership and communication. Who “owns” employer relationships? How are workforce priorities communicated to advancement teams? Where do those conversations overlap—or fail to? Even small steps to align messaging and strategy across these areas can unlock new opportunities within 60 to 90 days.

Ultimately, this isn’t about adding more work. It’s about aligning the work already happening.

When workforce, fundraising, and economic development are moving in the same direction, institutions are better positioned to tell a compelling story—one that resonates with employers, policymakers, and philanthropic partners alike.

And when that story is clear, investment follows 

Call out box quote

“There are no longer “two sides of the house”—credit and “non”-credit in higher education. We recognize that learners are learners regardless of student intent and professional goals. Fundraising should be an inclusive process for all students, and preparing the workforce itself for our region and state is the story we should be telling to potential funders.” Jo Alice Blondin, Ph.D. President Clark State College