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)

Examines the economic inequities resulting from Massachusetts legislation that permitted community college continuing education divisions to operate, but without the state's monetary support. Describes North Shore Community College's financial and administrative model for continuing education/community services, looking at its strengths, benefits,…

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…

Considers influences on the funding of off-campus community and continuing education programs at community colleges. Reviews four existing funding patterns and proposes an alternative fiscal accountability model based on budget transfers and contracts. Looks at the principles and positive elements of the model. (DMM)

Considers the role of community services/continuing education (CS/CE) managers in shaping the future of their programs and the transformation of CS/CE management to a community-based, strategically oriented enterprise. Defines strategic management, listing its concrete, action-oriented elements. Reviews six phases of strategic change linked to…

Recommends, for the management of community college adult/continuing education programs, strategic planning to determine the unit's niche within the educational marketplace and interorganizational "coupling" as a means of cooperating with other organizations to foster innovation. Offers a case study of "coupling" at Allegany…

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…

Examines organizational patterns for administering community services at community colleges. Identifies conditions which contribute to successful organizational patterns. Suggests features of organizational development which may be helpful in analyzing community services administration and in dealing with emerging community services functions in…

Examines organizational patterns for administering community services at community colleges. Identifies conditions contributing to successful organizational patterns. Suggests features of organizational development which may be helpful in analyzing community services administration and in dealing with emerging community services functions in the…

Grassroots Educare Trust is a training and service organization for community-controlled educare centers. Sharon Hostetler, a volunteer community health worker/trainer, helped launch a 6-day health program for educare workers in South Africa. In post-aparthied South Africa, the preschool field has been identified as an important target group for…

Intended to teach local elected officials (LEOs) how to increase their involvement in job training and other human resource programs, this document argues that elected county officials can use strategic issues management (SIM) to assert stronger leadership and to use Private Industry Councils (PICs) more fully as a resource for the delivery of…

Traditionally, continuing education, though a recognized mission of the community college, has been relegated to an ancillary position outside of the policy-making and administrative mainstream. As traditional student populations shrink and outreach and career preparation become more important, community colleges have begun to realize that…

Traces the growth of video teleconferencing and college participation in teleconferences. Reviews the benefits of video teleconferencing for the college; considerations in choosing programs for local use and in choosing a video teleconference coordinator; and the provision of teleconferences as a new community service. (GFW)

Reviews findings from a 1971 study of the structure and design of community services/continuing education (CS/CE) in community colleges; and from a 1989 study of the tasks that CS/CE administrators perform. Assesses CS/CE administrators' leadership role in helping people build communities and other aspects of the community college mission. (DMM)

Examines the historical roots of community services in community colleges. Offers suggestions for keeping community colleges on the frontier of the development of these institutions (e.g., bringing the program into the instructional mainstream, emphasizing program planning, encouraging instructional innovation.) (DMM)