The Bradley PDS Partnership, about which we report in this article, was established in 1995 to promote academic and professional development for P-12 students, pre-professionals, practitioners, and professors. For twenty years, the partnership has been generously funded by the William T. Kemper Foundation-Commerce Bank, Trustee. In a grant proposal to the foundation, we sought additional funding to expand the number of Bradley PDS sites from four schools to eight. However, we received the same level of funding as during the previous three-year term. Around the same time, our university raised the base salary for adjunct faculty, increasing the expense of faculty course reductions--a significant portion of our PDS budget. It quickly became clear that our PDS would have to do more with less. This article describes our restructuring and strategic planning processes and explores the strengths and weaknesses of our newly restructured PDS model. We believe our experience will be useful to other school-university partnerships that are trying to do more with less.