Program development in the Massachusetts community college is heavily influenced by the processes established to control and monitor program approval. Such procedures, usually supported by forms and time-tables of various sorts, can work to the detriment of responsible local program development, especially systematic need assessment and meaningful governance involvement. The intent of this investigation was to create a model for need assessment for program development, and to specify a role in that model for the local governance structure. The product of the investigation is a marketing-based need assessment model with a specific, active role for the curriculum committee of an academic council. In addition, the product includes material detailing how information obtained by implementing the model is used as a substantial basis for program approval. The eight interacting stages of the model include: (1) defining the college mission and service area; (2) searching for ideas; (3) evaluating the ideas; (4) developing the concept; (5) testing the concept; (6) allocating resources; (7) estimating program demand; and (8) evaluating the program. Appendices contain forms and a charter for an occupational advisory council, a bibliography, and recommendations for action and further research. (Author/MB)