21 Jan 18, 2010 8:16 AM The Mission, Vision and Values statement could have been part of the novel, 1984. It is full of 'Brave
New World' superlatives but contains nothing to inspire me. If I am going to work for a merged college
I want it to be managed by people with genuine leadership. This part of the document has the feel of
something written by somebody who works in public relations, has experience at writing press releases,
but somehow their stories are never published.
22 Jan 18, 2010 12:13 PM The vision and the mission are mixed up in our view. The vision should be a short, clear punchy
statement e.g "Inspiring learning through inspiring teaching" or "i rst choice for students, i rst choice for
staf ". It should be shaped and shared with staf to create a shared purpose that we can all buy in to.
The phrase "world class learning" doesn't mean anything to us and should be in explained as part of a
longer mission statement which picks up the international dimension and some of the other points
which are currently sitting under the vision heading in the document.
The values are a useful starting point but probably require more l eshing out as to how we are going to
evidence them in the new college. Staf could do this at the planned conference in April. There should
be something in about a providing a healthy, safe and secure environment for students and staf .
The merger process needs to evidence these values.
23 Jan 18, 2010 01:32 PM The aspiration is for a World Class college which is a worthy aim, but nothing in the Consultation
Document points towards the route or dif erent approach needed to achieve World Class status. The
merged College will be the biggest by far in Scotland, a possible more realistic and achievable target
would be to become the dominant and most successful College in Scotland in the i rst instance.
Although each of the 3 College is successful none could currently claim to be the best in Scotland.
24 Jan 18, 2010 02:29 PM Feedback previously given via the 'Organisation & Learner Development' Merger Working group.
25 Jan 18, 2010 02:56 PM Stow College believes as a matter of principle, that it is for Boards of Management in partnership with
staf and learners to determine the vision, mission and values of a college. The 1992 legislation created
autonomous Board of Management with the responsibility to ensure 'adequate' provision of vocational
education and training to meet the demands of individuals, communities and employers.
26 Jan 18, 2010 03:35 PM The vision statement reads like the mission statement. A vision is what the organisation wishes to
become which is well dei ned 'We will deliver world class…'
The values are adquate, however it would be benei cial to include sustainability since the campus is
going to be build and maintained to BREEAM standards.
27 Jan 19, 2010 08:32 PM Vision and mission
The vision and mission is ambitious with regard to world class aspirations, but lacks reference to the
local and regional communities of Strathclyde. If the new college is to achieve world class aspirations
then it is necessary for the new college to work collaboratively with other large institutions such as
James Watt College and Adam Smith College. It will be strong collaborative partnership across the
college sector that will allow us collectively to achieve college mission statements and become a
stronger force within National and International education. This approach will allow us to truly live up to
the world class aspirations for Scottish education.
Values
There is a focus on partnership within the new college's values
Given the current economic environment, then there is more necessity than ever to ensure strong regional
partnerships. It is thereforefore important to ensure the inclusion of colleges in the surrounding regions of
Strathclyde e.g James Watt, Reid Kerr. Collaborative approaches to institutional values will strengthen the
West of Scotland and enhance the reputation and leadership of the College sector as a whole..
28 Jan 19, 2010 010:58 PM A vision which aims to create 'a unique community of inspired learners enabled to meet their personal
goals by a team of inspirational staf ' is certainly to be celebrated, and we are pleased to note the
recognition of the inspirational staf currently in post in all 3 Colleges who work hard every day
providing accessible, engaging and stimulation learning opportunities to a range of learners.
Recognising the 'national expertise' of staf ('many of whom are sector leading practitioners' and
industry specialists in their own right) who will 'pioneer new ways of learning, with integrated learning
support...encourag[ing] individual learners to l ourish amidst an inclusive and diverse learning
community' hopefully takes into consideration the clear and evidenced current good practice which
exists in each institution, while allowing room for further staf development and research time to allow
existing, inspired staf time to develop ideas for future delivery.
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Appendix 10: Consultation Results