Leaders in four-year, public and private institutions have implemented international branch campuses to potentially increase revenue and promote institutional prestige. Although these efforts have received significant attention, they have not always been successful. Studies have identified the reputational risks often associated with international expansions and discussed their effect on four-year institutions. Similar research within the community college sector has been minimal. This gap in the research prompted the need for this study to widen the knowledge base in this area. A qualitative research methodology was chosen to discover how leaders in a community college minimize potential reputational risks that can negatively impact the implementation and sustainability of international branch campuses. Community College A served as the focus for a single case study. Utilizing a purposive sampling strategy, 11 individuals representing a cross-section of job functions participated in the study. The data were collected using interviews, internal sources, and external sources. The data collected from interviews were transcribed and through triangulation of three data sources; interviews, internal sources, and external sources, four themes were identified. These themes illustrate the way a community college model may be adopted by an international setting. The study's findings may inspire future research to focus on international expansions within the community college sector. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]