Abstract
This article presents a model for creating and sustaining a consulting and training program within a communication department at a regional public university. Drawing on nearly a decade of experience, the discussion identifies institutional benefits that include increased visibility, recruitment pathways, new instructional materials, strengthened classroom practice, and cross campus collegiality. It analyzes internal and external challenges such as perceived competition with university offerings, limits on faculty time, and professional concerns about the academic value of consulting. The authors describe procedures for handling requests through a departmental committee, allocating projects, and managing fees and use of resources. Strategic recommendations emphasize defining core competencies, selecting target markets, adopting modest but focused marketing methods, maintaining a service oriented attitude, and upholding ethical standards in client relationships. The article concludes that a carefully structured consulting program can extend the department’s public mission, support adult and nontraditional learners, and enhance faculty development while respecting institutional priorities and student obligations.
Recommended Citation
Curtis, Dan B. and Winsor, Jerry L.
(1986)
"Establishing a Departmental Consulting Service,"
Association for Communication Administration Bulletin: Vol. 58, Article 23.
Available at:
https://stars.library.ucf.edu/aca/vol58/iss1/23
Accessibility Statement
This item was created or digitized prior to April 24, 2026, or is a reproduction of legacy media created before that date. It is preserved in its original, unmodified state specifically for research, reference, or historical recordkeeping. In accordance with the ADA Title II Final Rule, the University Libraries provides accessible versions of archival materials upon request. To request an accommodation for this item, please submit an accessibility request form.
