This paper is a case study of change and choice encountered on a Donor-funded Education and Training Project in Vietnam. The case study focuses on action and reaction in the wake of an announcement by the Donor to radically change strategy within its bilateral aid programme to Vietnam, resulting in abrupt foreclosure of a Project. 'The announcement of the change in bilateral aid programme focus was unexpected, given the preceding eighteen months of activities focussed on extending the current Project for another phase. The sudden announcement initiated change in direction and operation of the Project. Reaction, events, how the project was restructured and what strategies developed to manage change and closure of activities are investigated in this paper. Finalisation of activities, facilitation of staff departures, development and redeployment, as well as preparation for a transition phase to propose initiatives for commencement in mid-2003, are covered. 1 consider practice that occurred in the light of theory ofchange management from Wtiiteley (1995), and conclude with some insights gained through the experiences.
