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This report examines three non-traditional program areas that have emerged as a response to changes in the community college operating environment: (1) workforce development, which provides training for employees of particular companies; (2) economic development, in which colleges act in various ways other than course provision to stabilise or increase employment in their communities; and (3) community development, in which colleges promote the well-being of their communities in political, social or cultural areas. The authors suggest that these new roles have facilitated the development of 'a college within the community college, operating with a new culture, new rules and regulations', labelled in this report as 'the entrepreneurial college'. This term is designed to encapsulate the entrepreneurial perspective, market-oriented drive, and responsiveness of these colleges to external organisations. The findings of the research suggest the following recommendations: the entrepreneurial college demonstrates considerable potential for serving local community needs, including groups that may have been neglected previously, and that more attention should be paid to this emerging college role; community colleges need to find ways to integrate the 'regular' and 'entrepreneurial' college or they will continue to grow apart, and several strategies are proposed, including sharing teaching staff and integrating funding, student services, and administrative and physical locations; state governments need to reconsider funding and regulatory policies if they are to support the entrepreneurial college; and further research should be undertaken by both colleges and governments to help improve the effectiveness of the entrepreneurial college.