This document explores the policies and practices essential for maintaining a profitable, efficient, and productive continuing education program. A continuing education organizational structure must produce results (sales) and services (delivery), and organizational roles must be clearly defined so that income is linked to expenses. Sales and services can be chartered to produce an organizational profile that allows for rapid response to market conditions. Program priorities should include content, development, pricing, and environmental scans and marketing. The author advocates for a "middle-out" organizational structure that provides more focus, more response, and faster results. Middle-out units have clearly defined program delivery units, such as customized training, open-to the public workshops and seminars, job training, credit programs, special events, distance education, international studies, and conferences. A fiscal and key indicator tracking system is outlined, which establishes a data collection model that provides for analysis of monthly budgets, forecasting based on prior results, and target marketing. The author asserts that a performance-based organization should have a goal statement, vision statement, and a long-term development plan to access new markets, new revenue sources, and allow for the financials to be controlled. The development of an integrated marketing plan is also discussed. (RC)