120
NEW COLLEGE GLASGOW
Comments on the rationale for Merger (Section 4):
Answer Options Response Count
37
answered question 37
skipped question 24
Number Response Date Response Text
1 Nov 23, 2009 02:00 PM I completely agree with the rationale as indicated in the document. Without the three colleges coming
togather, I do not believe that a new estate would be achievable. Even if the new build went ahead
without merger, the management of the estate would be extremely dii cult.
2 Nov 26, 2009 12:06 PM This consultation document has lovely rhetoric,…but it is dii cult /impossible to i nd any concrete,
quantii able, tangible measurable benei ts stated.
There is a hint of a measureable benei t at the "taking out duplication".
This I am sure could be measured relatively easily. Have we not already got i gures of how much
duplication we have, and the cost with and without duplication.
3 Dec 3, 2009 09:30 PM The rationale is well thought out and presented. The need for modern, economic to run, i t for purpose
buildings to replace the existing ones is obvious to anyone using any existing campus.
7 Dec 29, 2009 07:39 PM Section 4
The rationale is sound and includes all the current aims and objectives that would be an expected
aspiration of a College in the Further Education Sector. It has the intent of dif erentiation through
- 'Supporting the development of a more dynamic, entrepreneurial and internationally competitive
Scotland with high levels of skill, employability, innovation, enterprise, productivity and competitiveness.'
Yet it is somewhat lacking any true indication that it will endeavour to be world class in it's Corporate
Social Responsibility which, I would argue, must have its goals set in and for the global arena.
8 Jan 7, 2010 10:41 AM Clearly merger is the way forward for the City Centre of Glasgow. There needs to be a joined-up,
strategic approach to provision and investment in Glasgow and I believe this is the only way it can be
achieved in the current i nancial climate. I think that Stow College should also be party to the merger.
9 Jan 7, 2010 05:16 PM The need to articulate rationale in merger documents is accepted, but inevitably leads to generalised
statements that could and should equally apply to the individual merging institutions as stand alone
establishments. There are seven reasons given in column 1 of page 5. Of these only two (No1:in terms
of new buildings and No 2: l exibility in curriculum setting) are relevent in reasaons for merging.
Of those listed in column two, only three can be attributed to a merged institution (No 4; avoiding
duplication, No8; i nancial viability and optimising advice). There is nothing wrong with giving as a
reason, i nancial savings that will come about through rationalisation. Whether this saving is kept by
central government or used to enhance the front line learning experience is another issue.
10 Jan 11, 2010 01:56 PM Curriculum clusters make sense.
11 Jan 11, 2010 04:47 PM From a personal point of view I don't "get" this merger at all. I always did get the merger on Cathedral Street.
GCNS is not a city centre college and anyone who is familiar with the geography of this city would
know this.
It seems to me that the merger is going ahead because of the amount of money that GCNS generates
through overseas students and for no other reason that I can i gure out.
12 Jan 13, 2010 9:04 AM I believe it has always been a good idea to stop duplication and is therefore an excellent idea.
13 Jan 13, 2010 01:04 PM The rational seems fair. I beleive that we cannot sustain 3 separate collges in this i nancial climate. I have
concerns with working in such a large organisation where learners and staf could feel lost. In present
envirnoment I know everyone and everyone knows me and this makes for a suoortive working environment.
14 Jan 13, 2010 01:11 PM I understand the rationale for the Merger, big is not always better, but in this economic state money is i nite.
However I am concerned that it will not be condusive to a good learning envirnoment. Communication
about courses and students between staf is easier when the staf know each other and can informally
chat when they meet by chance.
Appendix 10: Consultation Results