ABSTRACT
Becoming head of Senacre in 1995 was no easy assignment. The college had had two outstanding, dynamic leaders. They were no easy act to follow. Becoming a head of a grant maintained school with technology college status was no sinecure either. The targets that went with that new form of independent status were demanding. The amounts of extra funding were declining and were not recurrent and at Senacre there were the requirements laid upon the school as a technology college. Moreover rolls were falling again. There was bound to be a knock-on effect of these developments on the school and its curriculum, but no one could possibly predict the kind of educational environment in which those effects might be felt. Hence there was no knowing what might happen to the curriculum and the innovations brought in by the last two heads.
