In the 1980's, the well-being and enhancement of community colleges will require not only instructional and programmatic excellence, but also a well conceived, continuous, and systematic program of public information to foster and maintain community support for the institution. The college president must create the climate, establish the structural mechanisms, and ensure the money and resources to make a comprehensive information program work. The chief community information staff person must be assigned a new status in the organization as a senior member of the management team, with the opportunity to influence the decision-making process relative to the impact that these decisions will have on public opinion. The primary function of the public information office is to interpret the activities of the college to the community and to help interpret and predict the pulse of the community to the college. To fulfill this function, the community information officer must: (1) know about the community being served, with particular understanding of the feelings of target segments such as business or labor leaders, politicians, and leaders of community groups; (2) have the skill to serve as an institutional spokesperson and to determine the most appropriate spokesperson for a given situation; (3) have an open, sharing, and trusting relationship with the college president; and (4) be recognized by vice presidents and deans as a college decision maker. In short, community colleges need the guidance and counsel of public information officers, who are capable of analyzing, interpreting, and predicting public reactions to the institution as well as managing a dynamic public information program. (HB)