After presenting an imaginative depiction of the fiscal and administrative changes that may overwhelm community colleges during the 1980's, this paper looks at several factors that should be considered in planning and managing campus security departments. The paper offers suggestions related to: (1) the development of master parking plans which involve security personnel in arranging carpools and providing other assistance to commuting students; (2) the development of crime reduction and risk management programs to identify security needs and the means to address them; (3) the elimination of rigid, militaristic organizational structures and the articulation of a statement of purpose for the security department; (4) the merger of campus security with all other campus safety functions; (5) the development of key control mechanisms oriented to property and personnel security rather than personal convenience; (6) the initiation of participatory management practices to ease staff unrest caused by budget cutbacks; (7) the development of positive relations between students and security staff; (8) the recognition that security managers must act as college advocates when dealing with the community; and (9) the development of innovative approaches to budgeting as a means of assuring continued fiscal support. The report concludes with an outline of steps to be taken in developing security programs on the basis of these identified needs. (JP)