According to this article, community colleges are seeking ways to increase revenue and become less dependent on traditional state revenue resources. Increasingly, college presidents and trustees are finding empty pockets and depleted state coffers, despite the effort and hours spent lobbying legislatures for funding to support strategic plans. With no clear path to funding, essential academic facilities, staffing, technology, and other projects are being put on hold. At the same time, community college enrollments are increasing at a dramatic rate. In an attempt to generate funds, administrations are beginning to pursue public-private partnerships wrapped around the educational services market. The author argues that community colleges are positioned to mediate educational services transactions between producers and consumers, creating value for both parties. Using market models, the article examines the position of the community colleges within the educational services space and makes a case for their market characteristics and potential revenue centers. The author suggests that community college leaders explore best-practices organizational models and methods for establishing community college consortia that can capitalize on the educational services market, as well as creating a business plan that details how the consortium will drive revenues and distribute profits. (Author/NB)