Located 25 miles south of Chicago in South Holland, Illinois, South Suburban College (SSC) is one of Illinois's larger community colleges--and one of its more financially challenged. Because tuition dollars and the state reimbursement generated by student enrollment are key to a college's solvency, a slow, steady decline in enrollment was cause for concern for both the long- and short-term fiscal stability of the college. After hitting an enrollment peak in 1993, by the year 2000 student-generated credit hours had declined overall by nearly 29,000 hours. With this decline came a corresponding reduction in tuition and state funding in the form of credit hour grants. In the summer of 2000 three key steps were taken to reverse this trend and substantially increase student enrollment. First, the college's enrollment management department was reorganized to better focus its attention on its core mission--increasing enrollment. Second, a private marketing firm was hired to increase the number of high school students enrolling at SSC directly after graduation. Third, a radical revenue sharing program was adopted by the board of trustees in the summer of 2000 that would allow employees to share in the revenue returned to the by a significant increase in student-generated credit hours. This article focuses on the third initiative.