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(cont'd)
Whilst theoretically these sound advantageous the current information suggests that the new build will
not be i t for purpose. With sport and beauty facilities being poorer/lesser than our current provision.
With regards to duplication and unnecessary competition surely competition is healthy, raising the
standards and also providing students with choices. The current suggestion is there will be very little
change to student numbers so why the need to centralise what is currently working successfully.
25 Jan 15, 2010 04:31 PM The only rationale for merger would appear to be be economies of scale and seems to be driven by the
Scottish Funding Council.
GLASGOW CITY UNISON have noted the various comments on the educational rationale we however
remain to be convinced that there is any overall benei t to our members and the citizens of Glasgow.To
date no argument has been put forward outlining any merit or benei t of the proposed merger.
26 Jan 17, 2010 08:41 PM dii cult to see anything dif erent compared with what is currently happening in the individual
colleges therefore cannot see any specii c rationale for merger ( apart from the inextricable
association with new build being driven by SFC).
welcome avoidanceof " unnecessary competition" but does this really mean reduction in total
numbers of places as opposed to co-operation.
1.
2.
27 Jan 17, 2010 08:51 PM There is no doubt that there should be economies of scale with an eventual " centralisation" of the
estate and the "back-oi ce" functions. The merger document borrows from the Scottish Government's
vocabulary by using on more than one occasion the concept of a "world-class college", but, in my
opinion, does not make sui ciently clear how "world class" would be measured.
There is reference here to "…promoting new ways of social inclusion and economic prosperity..", both being
notable and praiseworthy objectives, but there are NO details of what these new ways might include.
"Page 5 " omits Construction from the list of "Scotland's key economic sectors…" .
There is reference made to..." the curriculum for Glasgow" without dei ning what this might mean.
There is reference to becoming a provider of…" international standing "; perhaps "national and" might be
inserted here before "international".
28 Jan 18, 2010 8:16 AM The only part of the rationale that claims there will be any improvements from a merger is:
"The scale and scope of these objectives would not be possible if we remained as 3 individual colleges."
There is nothing to justify this claim and it totally ignores the downside of merger.
A large and impersonal organisation will make it more dii cult to address the individual needs of
students, this heralds a move away from the student being at the centre of everything we do.
I have serious concerns about the cost of managing a super-college and the way this diverts money away
from resources for students. Emoluments for senior post holders at the Nautical College have rocketed
over the last two years and the explanation given by the Principal is the need for extra members of senior
management to cope with the demands of merger. For the year ended 31 July 2006 the total emoluments
for senior post holders was £487,000 and two years later it had risen to £720,000, an increase of almost
48%. I fear the self-delusion of senior management about their i nancial worth is only going to get worse
now the precedent has been set by giving the Principal Designate £150,000 per year.
29 Jan 18, 2010 12:13 PM We fully understand that the main rationale for the merger has to be based on providing a better
learning experience for the students and that is clearly rel ected in the document. However, we can't
deliver a "world class college" without world class staf and we hope that this is recognised in the future
as it is not a strong message in the document. A strong rationale for merger is that we will be able to
attract the best staf to deliver the vision.
30 Jan 18, 2010 01:32 PM The rationale given is mostly a list of objectives that would apply to any College with a merger or
without a merger. There are some real targets for improvement within these objectives but I think there
should be more statements about areas of improvement that can be delivered by merger.
31 Jan 18, 2010 02:29 PM Feedback previously given via the 'Organisation & Learner Development' Merger Working group.
32 Jan 18, 2010 02:56 PM Stow College welcomes the opportunity to respond to the "New College Glasgow" consultation. The
intended benei ts for learners and staf from the merger are clearly set out in broad terms but this is
not underpinned by supporting evidence or detail. The most recent research to date on the success of
college mergers carried out by DIUS, albeit relating to England and Wales, was at best inconclusive and
in fact raised signii cant questions in relation to learner choice and overall ef ectiveness and success.
Appendix 10: Consultation Results