Issues and problems associated with university involvement in public sector activities and the knowledge transfer process are examined. After a brief statement of the state-of-the-art in knowledge transfer, attention is directed to one of the basic issues presented in the literature: the appropriateness and inappropriateness of university involvement in public service. An opinion favoring a more responsive stance on the part of universities was interpreted from the literature. The academic community and nonacademicians have suggested that the university is a source of knowledge needed for decision-making in various kinds of action programs. Consideration is given to types of knowledge, since there are conceptual variations regarding the product(s) that universities have to offer to the public. Various knowledge transfer models are compared, and a composite knowledge transfer model that utilizes concepts from these models is examined. The basic thrust of the composite model is the concept of university-user partnership as proposed by Moe (1977). Two basic functions of the model are a clearinghouse function within the university and a linking function. Both of the basic functions of the model can be made operational through a relatively small organizational structure (e.g., the community services office). To facilitate the operation of this office, a needs assessment methodology is offered--the Social Mapping Matrix Assessment (SMMA), which can be used for inventory purposes to identify on-campus resources, such as institutes, and the types of services they can provide. A second use is a type of catalog for use by university sub-units and clients. Steps that would bring this model to an action stage are briefly considered. (SW)