35 The mission is laudable; however, as the constituent parts of the merged college have been unable to
achieve individually such an aspiration, it would be interesting to see how with the same curriculum
and same staf such an achievement could be secured. The only factor to change would be the estate
and resources. Research would suggest that estates are inl uential in student engagement, however, it
is the quality of teaching and learning that af ects student outcome.
36 SCDI supports the mission, vision and values of the New College as proposed however would like to see
more specii c incorporation of the strong links that New College Glasgow will make with employers. It
is essential that the New College delivers the skills needed by employers and that students are exposed
to industry at all stages through their education. This is particularly important during the economic
recovery as retraining and up-skilling become crucial activities.
In addition, we would welcome New College Glasgow's active engagement as a partner amongst
the education and skills landscape of Glasgow and Scotland. This includes close working with the
community colleges around Glasgow who may organically become feeder colleges for higher
level courses in the New College. The partnership working should also include close links with the
universities, possibly leading to the creation of joint courses and strong articulation links from courses in
the New College to courses at the universities.
Employers across the West of Scotland will look to the New College to meet employee training needs.
The development of a strong employer liaison unit will facilitate this and ensure employers become
aware of the many training opportunities available within the new facility.
37 The MNTB considers that the identii ed Mission is appropriate for the new college.
With regard to the Vision, it encompasses all relevant aspects of the new college and provides an
engaging picture of the aspirations of the new college.
We agree with the Values of the new college.
38 With reference to the Vision statement "…we aim to regenerate and renew Glasgow City Centre and
the riverside" suggests that the Centre and the riverside are currently in need of regeneration. Whilst
this might be true for the riverside I would question if this is true for the City Centre. Yes, there are
underdeveloped pockets in the City Centre that could certainly benei t from the presence of the new
Glasgow Campus. However the exisitng statement, as it stands, is misleading and, as such, it should
be redrafted to provide a more balanced view. Should the Vision/Values not also aspire to be the best
FE/HE institution inScotland/UK/World and to provide students withthe best possible education and
opportunities for their future careers?
39 Keep vision and mission relatively short making them easy to remember.
40 Understand and agree on the vision but the mission for me needs re-worked.
41 The mission and vision are i ne. I suspect the vision is a little rose tinted. The creation of online,
immersive learning and 24/7 virtual learning is a tall order and will require extensive staf involvement in
the creation of resources from teh ground up in these media. This is not a matter of simply re-purposing
existing materail or that will simply pay lip service. I am concerned that values does not contain a
«learning» or «academic» value; e.g. learning improvement or similar.
42 The mission and vision, whilst adventurous, are appropriate for the new College and the role it must
play in Glasgow's and Scotland's ambitions for the future. The values are, likewise, appropriate.
Whilst we have no reasons to doubt that the new 'super' campus will be a catalyst for change, we
believe that the transformation would be truly catalytic if Stow College were part of the merger.
43 The University believes that the new College will engender a sense of pride and collegiality amongst staf ,
students and the community with huge spin-of s in terms of attraction, interest and investment. Given
the opportunities to integrate cutting edge technology into the teaching and learning environment, we
believe that this will be an important recruitment tool in encouraging inclusiveness and achievement.
The plans for the new college are ambitious, but achievable, and will require signii cant spirit of
cooperation from all partners involved to ensure that the goals are achieved, given that there is likely
to be some rationalisation or reconi guration of provision and the implications of this for existing staf
and resources. It will be important to avoid the terminology of "takeover" which can sometimes be
synonymous with "merger" and to acknowledge the best practice and activity of all 3 existing colleges,
especially where curriculum or activity is currently duplicated.
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Appendix 10: Consultation Results