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This paper looks at the community relations practices employed by the TAFE sector and compares them with the health and community services sector. Both sectors are largely government funded and are integral service providers within local areas yet each faces different challenges in communicating with their communities. The paper considers stakeholder management theory and the increasing emphasis on corporate citizenship goals for public and private sector organisations. It defines community relations and outlines how community relations practice has evolved from a simple mediating role between the organisation and the community to one which at its highest level is integrated with corporate strategy. Using examples from the health and education sectors, the paper demonstrates how integrated community relations practice can provide a valuable tool for bringing about organisational change and harmonising the organisation within its surrounding community. The assertion is made that TAFE institutes would benefit from greater definition of and strategic commitment to integrated community relations, and by doing so an individual TAFE institute can move from being a government building on the corner to true citizenship within the community.