NEW COLLEGE GLASGOW
Comments on the proposed vision, mission and values for the merged College (Section 5):
Answer Options Response Count
29
answered question 29
skipped question 32
Number Response Date Response Text
1 Nov 23, 2009 02:00 PM The Mission is i ne but hardly catchy. I believe that if thre is to be a mission it should be one which
catches the imagination of the staf and be punchy. The Vision is far too long and I believe become a
lost message after a very short time. If the vision is to have any reonance it should be much shorter and
to the point.
2 Nov 26, 2009 12:06 PM Quote from page 7 of the consultation document:
"We will be open in our discussions and decision making processes. Mutual respect and trust will be
critical to the success of our merged College and without integrity, honesty and transparency we can
never achieve this".
I totally agree, but…actions speak louder than words and your actions so far have been the opposite of
this statement.
Therefore if you really believe this you should stop the merger right now and stop l inging our hard
earned money (we are the tax payers, we are paying for this !!!) down the drain.
3 Dec 3, 2009 09:30 PM The vision, mission and values are most appropriate for a modern educational establishment. It will not
always be easy to keep to.
5 Dec 29, 2009 07:39 PM Section 5
Firstly, as a quality professional, let me point out that the vision and mission statements should be
reversed. A vision is simply a description of what we want our organisation to become, or what we
would like our organisation to be known as, and for, in i ve to ten or more years. The terms 'vision' and
'mission' are often used interchangeably. Where they are separated, the vision describes the end point
- the Promised Land as it were, the 'what', while the mission is the challenge of realising the vision - the
wilderness journey, the 'how'. The mission is therefore the means to the end which is the vision. Vision
answers the question 'What?' Mission answers the question 'How?' Reverse the headings as shown in the
consultation document and the content of both would then be appropriate for the new college.
Secondly, when considering the values, there are a few points of clarii cation required for inclusion:
Corporate Social Responsibility - We are committed to minimising negative impact on the
environment and will incorporate sustainability into the curriculum and our estates.
People First - this should replace the individual
We are committed to putting the learner at the centre of our activities
We are driven by the needs and expectations of our customers
We believe that staf is our most important asset.
There is a greater degree of simplicity and less conl ict with this as not all individuals can be
accommodated simultaneously but the college can support, as required, individuals' learning
experience, team working, partnership arrangements, staf expectations, and other client group needs
as set by Policy and Strategy.
a)
b)
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6 Jan 7, 2010 10:41 AM Mission statement - I am not sure I agree with the use of the word "worldclass". Whilst it is aspirational
and that is commendable, it would be a start if it was simply high quality. Also, I think that a College
should do more than deliver learning. There are many other services that can and should be delivered. i
think the new College should be making a major contribution to the economic, educational and social
development of the City of Glasgow.
Vision Statement - I think that the vision statement is far too lengthy and in danger of being too full
of motherhood and apple pie. Will it be understood by the communities you aim to serve? I am not
sure I understand what is meant by a "unique community of inspired learners". The paragraph which
begins "Our vision will be one of enabled and energised learners" is full of soundbites but is not very
meaningful. I would re-write it to be much more succinct. I would miss out any reference to 10 schools
and 2 campuses. This level of detail is not required in a vision statement.
126
Appendix 10: Consultation Results