Prior to 1985, the British Columbia (Canada) community colleges relied heavily on institutional seat purchases (direct funding) to support ongoing vocational programs and, to a lesser extent, to implement new training programs. With the introduction of the Canada Job Strategy in 1985, many of the seat purchases were reduced in favor of indirect purchase from the private sector. British Columbia's largest community college, Vancouver Community College (VCC), saw a reduction in federally sponsored vocational programs from 60% of total programs in 1981 to 12% of total programs in 1991. To keep the college responsive to the needs of its community, VCC redirected its approach to accessing indirect funding. Actions taken by VCC included the following: (1) diversifying the type of training provided; (2) bidding in partnership with private trainers; (3) introducing flexibility in the delivery options of short-term training contracts; (4) accepting small contracts; (5) promoting the importance of accessing third party contracts with the private sector; and (6) keeping current with changing federal initiatives. Shifts in federal training policy have included reductions in federal seat purchases in colleges; the assumption by employers of a greater role in training; a greater shift to indirect funding through local training boards and private sector groups; and the introduction of a competitive marketplace in training. In order to cope with these changes, colleges must establish and/or improve relationships with the private sector and be responsive, flexible, competitive, open to new partnerships and competitive bidding, and understand the implications of federal legislation and policy. (JMC)