A study examined how coordinators and management committees successfully manage adult education agencies in rural New South Wales (Australia) during periods of adverse economic conditions. The harsh economic background consisted of economic recession combined with a crippling drought, which led to fewer course enrollments and, therefore, decreased agency income. Individuals were interviewed from four rural adult education agencies, two deemed successful and two deemed marginal or nonsuccessful in their management. Data concerning the nature of the coordinator's administrative function in a successful adult education agency revealed that in regard to leadership, successful coordinators displayed more vigor and direction in their leadership qualities, displayed a more entrepreneurial spirit, had a more intuitive grasp of their field, and were more people oriented. Successful coordinators also possessed good communication skills and some degree of financial, economic, and personnel management skills. Concerning the nature of the management committee's administrative function in a successful adult education agency, three different functions were found: strong leadership provided by the chairperson; active recruitment of new members; and the seeking out of innovation and development. Data concerning the working relationship between the coordinator and the management committee in the successful adult education agency revealed two administrative requirements: an effective partnership between coordinator and management committee in the form of trust, cooperation and teamwork; and a parity of esteem between committee and coordinator rather than passive subordination. (Contains 11 references.) (TD)