Confronting two unhealthy approaches that surface frequently in philanthropy--the tendency for grantmakers to think they alone have all the answers and the tensions that arise when national and local funders try to work together--this case study is intended to help grantmakers think more deeply about the concept of "engaged partners," one of Grantmakers for Education's Principles for Effective Education Grantmaking. The case study focuses on the decisions made by Achieving the Dream's creators to build a sustainable model in which a broad and diverse range of stakeholders--including funders--take ownership of the problem of poor student success rates in community colleges and work collaboratively to influence changes in states and communities across the country. It illustrates the virtues--and some pitfalls--of engaging stakeholders with different agendas and missions to work together on a common problem and find common solutions. In doing so, the case study suggests ways a funder can garner support and commitment from other stakeholders and funders, and it challenges grantmakers to consider their assumptions about how social changes happen and are sustained. (Contains 5 exhibits and 5 footnotes.) [Additional funding for this paper was provided by the Goldman Sachs Foundation. For "Engaged Partners: The Achieving the Dream Partnership. Principles for Effective Education Grantmaking. Case in Brief Number 6," see ED537213.]