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46 The status and reputation of the College is highly signii cant both for the Student's future career
prospects and also in attracting and retaining the calibre of staf necessary to achieve the College's
high aspirations. More emphasis shoudl threfore be given to how this merger aims to achieve this by
enhancing the College's proi le on the national and international FE/HE stage.
47 I understand and believe in teh ratiionale for Merger of the 3 city centre colleges. I also believe it
will become something that no one involved at this stage, could have forecast. This is a fantastic
opportunity with Scottish Education.
48 The rartionale is sound. However a key concern from employers is that the specialist nature of some of
the courses is not diluted. The list of key economic sectors is a good statement. It is understood that the
new college must have the l exibility to build its new future but guarauntees of care - with regard to
historic activity - would be valued.
49 The rationale for the merger is both comprehensive and well presented. It is recognised that should
the Board of Management of Stow College revise its position on merger, the rationale will not require
adjustment.
This is to be welcomed.
The rationale emanates from the SFC - endorsed strategy for college provision and coni guration in the
City (From Rough Road to Superhighway). This should have been recognised.
50 Given the economic uncertainty which is likely to prevail in Scotland, UK and internationally, it will be
incumbent on education providers to review their activities and structures in order to be sustainable
in the future. Within this context, we consider that the New College Glasgow merger will of er the
potential to reshape across all facets of the single college's business, including estate, curriculum,
stai ng, student recruitment, widening participation and international activity with the inherent
ei ciencies and synergies resulting from this. The University believes that the New College Glasgow
has a unique opportunity to reconi gure its provision to meet the needs for the 21st century in a way
not always achievable within existing institutional contexts. The new structures should enable simpler
and clearer lines of communication to be established between the College and the University which
should improve and speed up planning and decision-making. The New College Glasgow will be better
placed to coordinate and align its provision and activities between schools, HEIs, businesses and other
stakeholders and enable "faster-to-market", focused relevant provision. There will be signii cant synergies
resulting from the merger, and the proximity of 5 local HEIs, and 1 further HEI within 10 miles of the new
campus.
Appendix 10: Consultation Results