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,…

Reviews the development of Grant MacEwan Community College's continuing education program from a centralized model to a still-evolving multidimensional decentralized model. Addresses the problems and benefits of the decentralized administrative model. (AYC)

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)

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)

Describes the integrated model of action research/planning/development employed in the City of York to provide adult and continuing education opportunities through: (1) the Adult Day School; (2) community and continuing education classes initiated by the Board of Education; and (3) cooperative relationships between community organizations and…

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…

Provides citations and abstracts to seven ERIC documents dealing with issues affecting the management of community education/community service programs, including program development, funding, contract education, human services, and educational marketing. (DMM)

Presents a nine-step effectiveness plan for the continuing education department of a community college: dream big; study the president's dream; dream a vision for the department; quantify the program's past; study the district; build an identity; plan a schedule of classes; conduct evaluation; and inform long-range planning. (DMM)

Describes the College of DuPage's Business and Professional Institute, which emphasizes nontraditional education/training methods and support from the business and professional communities. Discusses the Institute's assumptions, implementation strategies, and analysis of applicable program models. Explains the matrix management model that was…