Provides a retrospective account of the author's first years as the first chief administrator for a community college community services program. Describes how those initial experiences in program development resulted in an understanding of the importance of the community services mission that lasted throughout a 20-year career. (DMM)

Focuses on three aspects of vocational education vis-a-vis business and industry: the need for strong, innovative, business-responsive programs meeting individual, industrial, and national needs; community college programs related to new teaching/learning experiences and/or new approaches to the traditional flow between education and work; and…

Outlines pertinent autobiographical factors related to subsequent community services/continuing education experiences in establishing legitimacy, identifying resources, promoting cooperation and participation inside and outside the institution, using help, involving the president and faculty, and achieving early visible success. Offers guidance…

Cites the advantages of implementing formal planning strategies for community colleges and continuing education. Warns that goal setting for the enhancement of institutional quality must not be overlooked in favor of quantifiable emphases. Describes five phases of the planning process: preplanning, strategic planning, operational planning,…

Argues that instructional development provides an efficient model for planning programs for adult learners. Outlines three stages of instructional development: analysis of needs, goals, course content, learner characteristics, and the learning environment; development of instructional strategies and delivery systems; and program evaluation. (CAM)

Details steps in a continuing education division planning model; i.e., define the planning group, develop a planning attitude, analyze internal and external environments, develop a mechanism for forecasting trends, hold planning sessions for determining strategic focus and operational plans, establish a timetable, hold follow-up/evaluation…

Identifies a number of challenges facing the community services profession in the coming years, including not overextending itself; not working at cross purposes with other groups within or outside of the college; making community services more developmental; and building a sense of community within the field. (DMM)

Discusses the benefits of college/industry partnerships. Warns colleges to ensure that the partnerships make good business sense; i.e., that they supplement the college's current programs and expertise or put the institution in a new market position. Identifies criteria for choosing the right business partners. (DMM)

Stresses the importance of a proper rationale for reorganizing or establishing community education units, which can serve as the basis for the goals, programs, and services of the unit. Considers the effects of a community-oriented rationale on college mission and institutional integrity, faculty/staff, planning and finances, and students. (DMM)

Discusses the implications for community services programs at community colleges of two recent publications: "Building Communities: A Vision for a New Century" and "Community Services and Continuing Education: An Information Age Necessity." Considers the reports' recommendations concerning institutional mission, cooperative programs, curriculum,…

Considers ways in which academic leaders of community/junior colleges can expand and promote the community services program. Focuses on the importance of partnerships with the deans/directors of community services and continuing education, goal formation, personnel selection, programing, resource development, international education, faculty…

Highlights the paradoxical nature of several aspects of higher education. Characterizes the practitioners of community services and continuing education at community colleges as mavericks, because of their nontraditional responses to educational needs. (DMM)

Stresses the importance of a proper rationale for reorganizing or establishing community education units, which can serve as the basis for the goals, programs, and services of the unit. Considers the effects of a community-oriented rationale on college mission and institutional integrity, faculty/staff, planning and finances, and students. (AYC)

States that strategic management requires continuing education leadership to engage in explicit community services goal reaffirmation. Calls for a reassessment of college funding options; risk taking as part of modification for change; linkages with business, industry, and government; maintenance of staff morale and confidence; and strategic…

Identifies socioeconomic trends affecting education and training, arguing that community colleges should be more involved in developing human resources. Discusses five phases in establishing customized training programs for industry: needs assessment, coalition building, model building/development, implementation, and evaluation. (DMM)