ABSTRACT
This chapter focuses on the outcomes of an investigation into the process of managing change at a large further education college in England. This is sited on three campuses in the centre of a major conurbation. The chapter examines the importance of investing in people in the context of major external change, centred on the developing requirements of the further education funding council, at a time of extreme turbulence both for the college and for the sector in general. It provides a theoretical perspective to support the analysis. This perspective draws on various sources, to develop a unified model for quality assurance and portfolio development. The re organisation was implemented in great haste and led to massive disruption of the service, destroying any former attempts that had been made at strategic planning and institutional staff development. A residential weekend was organised where the governing body would work with the senior management team in preparing a plan.
