The purpose of this case study was to evaluate the lessons learned from the development of a project that set out to revitalize an economically depressed area with an innovative approach to workforce development through partnerships. The focus was to utilize the development of the Niagara County Community College Culinary Institute as an example of established leadership practices; strategies for overcoming challenges faced by leadership; and directions for future replication of similar projects in community college settings. Results from this study supported the following considerations for community college leaders: (a) Resource Dependency Theory as a framework in identifying resource relationships within the environment; (b) the Model of Market Responsive Institutions as a strategy when successfully applying Resource Dependency Theory; (c) American Association of Community College Leadership Competencies as a replicable guide; and (d) the distributed leadership model as a supported framework in overcoming the challenges presented by the emerging leadership competency of fundraising. Community and state college leaders alike should consider these findings as examples that may provide guidance in professional development, project management, and directions for innovation in an ever-changing community and state college system. Society is looking to higher education to fill the pipelines of some of our highest need industries and most critically underserved communities. Studies of projects such as the development of the Culinary Institute at Niagara County Community College provide rich opportunities and contributions to the discussions of thought leaders and change agents in the field of higher education and leadership.