In response to a shift from the management of curriculum to the management of scarce resources to deliver a changing curriculum, this paper brings together three "value for money" case studies in college administration. The papers identify three levels of activity, ranging from the one-time opportunity for good housekeeping through tactical maneuvers to strategic shifts which are planned and implemented over time. The first case study, "Informing College Thinking: Using Financial Analysis" (Roger Crossley), shows how Hinckley College (England) has been examining its financial base and seeking comparative data from six similar institutions in order to identify relationships between services and costs. The second case study is "Technician Establishment Review" (Bob Kedney and Andy Lightbown, a report of a review of the technician establishment at Woolwich College (England). The review examined the overall numbers and the distribution of posts in the 1993/94 academic year against the background of history and the initiatives set out in the college strategic plan. The third case study, "Space Watching: The Real Time Count" (Trevor Daff), focuses on the costs associated with the buildings at Cambridge Regional College (England). The institution is undertaking a major capital project which radically restructures its facilities. The case studies illustrate ways in which the mantle of incorporation has enabled college managers to take greater responsibility for determining change. (JB)