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This document reports on a research project which examined further education (FE) college mergers completed between 1996 and 2000 with the aims of: evaluating the effectiveness of FE college mergers in the short and longer term; establishing how merged FE colleges differ in substance from their pre-merger position and the degree to which this impacts on effectiveness; establishing the extent to which merged colleges serve as an effective model for the delivery of FE provision; and identifying the lessons learnt to assist in the implementation of mergers in the future. The first phase of the research involved interviews with Department for Employment and Science (DfES) and Learning and Skills Council personnel in order to gain background on college merger history and policy. The second phase of the study involved fieldwork visits at each of seventeen case study sites of FE college mergers. The findings of this review suggest that there are a number of key factors which may impact on the success or failure of a merger. These factors include: that the merger is seen as essential to the survival of one of the partners; that a realistic risk assessment has been carried out; that a business plan with measurable outcomes is in place; that there is a strong team supporting the merger, including the board, the principal and senior management; that accommodation strategies are in place; that preparatory training is made available to those who have a strategic responsibility for carrying forward the merger plans; that appropriate financial arrangements, support and guidance must be in place and that there is an experienced financial manager with adequate support systems; that the merger is particularly focused on support for the learner; that enhanced operational support systems are in place; and that a clear post-merger integration strategy is in place.