Higher education career services are more strongly developed in the United Kingdom than in other European countries. Increasing numbers of students and pressures on university budgets and recent major transformations in the structures of work and career (including reduced recruitment into graduate training programs in large companies and erosion of the notion of specific graduate-level jobs) have resulted in reconsideration of the institutional role of career services. Various options, including the minimalist, outsourcing, and devolution options, have been explored. Career services are also being reexamined in a national policy context. Pressures on the traditional core activities of career services--individual and group guidance, information, and employer liaison and placement--are changing their nature and posing questions about their future form. Seven strategic directions for career services have been identified. Four (the integrated guidance model, integrated placement model, curriculum model, and learning organization model) are based on stronger embedding within the institution. Three (the extended support model, lifelong guidance model, and alumni model) are based on delivering career services after graduation. (Appended are a checklist of strategic issues and information on the consultation process used to gather information for the report. Contains 91 references.) (MN)