Since the 2008-2009 academic year, community colleges in the state of California have faced a budget reduction of 12%. This represents a reduction of $809 million in state appropriations. Despite the reduction in funding, the California Master Plan for Higher Education includes provisions for community colleges to develop quality workforce training programs to prepare young and older students with vocational skills that lead to employment. The purpose of this study is to explore workforce training programs in two Southern California community colleges to determine what practitioners are doing to keep training afloat in times of financial difficulty. This research study is investigated through the lens of a human capital theoretical framework, which examines the relationships between economic development, workforce training, and partnerships. This qualitative case study explored the experiences of 14 workforce training practitioners, comprised of community college administrators, directors, managers, and faculty members. and public and private agency and association partners who are responsible for overseeing and delivering workforce training. The findings of this study indicate that due to budget cuts, workforce training practitioners have become more entrepreneurial-minded in delivering, developing, and sustaining their respective training programs. Findings also suggest that participants in this study attribute the support of their leaders, collaborations with partners, and the contributions of their stakeholders to be critical resources that keep workforce training afloat and relevant in the community colleges in which they are associated. [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://www.proquest.com.bibliotheek.ehb.be/en-US/products/dissertations/individuals.shtml.]