6
(cont'd)
Dec 15, 2009 11:23 AM Car parking is another bone of contention:
I do not use the facilities of the present carpark, as I do not want to pay £30 a month for a place in a
carpark where much of the ground is boggy and wet/ icy and dangerous in winter. Potholes are rarely
repaired and security is not ideal. On dark winter evenings, many college staf have to negotiate a short
walk uphill to a darkened red blaze carpark, ideal conditions for the opportunist mugger or car thief, or
for a bad fall and personal injury.
On the contentious topic of maintenance, every ef ort should be made to ensure staf and student
safety; wet l oors, asbestos, leaky ceilings, lift breakdowns and other daily hazards should be addressed
as a matter of importance. Hefty insurance claims could result from inadequate attention to detail, and
could damage the colleges' reputation as a safe learning environment, resulting in loss of income and
poor image.
8 Dec 15, 2009 04:51 PM It would be important to know more about job security and how the terms and conditions
of employees' contracts will be altered or not by the merger, e.g. what the concrete plans for
harmonisation of employee contracts?
9 Dec 16, 2009 11:42 AM What will happen when there is a duplication of departments in the three colleges?
10 Dec 16, 2009 12:01 PM I think it is important that, whatever name is chosen for the college, it does not adopt the name of one
of the currently existing colleges. If the staf is to be motivated and energised by the creation of a new
merged college, any sense of a 'takeover', or the imposition of the corporate culture of another of the
institutions should be avoided. There is a concern that whoever is appointed as the new Principal will
consolidate power through appointing associates to key positions within the new college. This would
have a damaging ef ect on morale and lead to the loss of valuable members of staf . I would hope that
in addition to the Communications Strategy announced in section 9, there will also be a commitment
to fairness and transparency in the appointment of new managerial posts.
11 Dec 29, 2009 07:39 PM Section 9 & 10
Proposed new name: GLOBAL COLLEGE GLASGOW
Do not dismiss this at i rst glance it has many advantages. It outlines the world wide and comprehensive
nature of the organisation and the curriculum. It supports the vision, mission and value statements. Like
CENTRAL COLLEGE GLASGOW it can be ef ectively marketed and branded. It dwarfs all other names, try
saying it against other college names, do this a few times. What are you starting to realise.
"Don't mention the Br**** word"
Q1. "It's just not relevant to our sector?"
Answer: B****ing is relevant because it makes you more competitive.
Q2. "We don't need a new logo do we?"
Answer: B****ing is more than badging; it's about being articulate and memorable.
Q3. "It's all hot air and spin?"
Answer: B****ing is about building a compelling of er based on who you really are.
Q4. "It's such a waste of money?"
Answer: B****ing is about investing in your stability and success.
Q5. "People here will simply never accept it?"
Answer: B****ing is about tackling cynicism and building belief in your institution.
The other thing we hear is that people like us don't understand people like you.
Well, we think that further and higher education, particularly these days, isn't so dif erent from the
business world.
"Brand" There I said it.
The critical path merger schedule seems to outline timelines and an overall view of what requires to
be done, however is somewhat lacking in detail. The new principal, Paul Little, should be in a position
to give a steer on more anticipated operational matters. With this appointment and the planned
expansion to the current shadow Board, the creation of a New Stai ng structure will be critical to
establishing the necessary Quality Culture and operational functions/curriculum areas.
Leadership (all levels of supervisory staf ) and harmonisation of Terms and Conditions are essential, with
continued ef ective consultation and good timely communications are key factors.
CONTINUED OVERLEAF
141
Appendix 10: Consultation Results