10 Jan 13, 2010 9:04 AM I feel that the i nance issues do not seem to have taken account of the merge in terms of the number of
people af ected who may be made redundant.
11 Jan 13, 2010 01:04 PM Staf are concerned about the lack of car parking onsite. This would have an ef ect on staf who deliver
outreach and need to take out equipment. Staf who have children to drop of at nursery will also be
af ected as they cannot use public transport to get to work
12 Jan 13, 2010 01:29 PM Car Park?
13 Jan 13, 2010 09:19 PM Property issues- I would like car parking facilities for all staf to be considered, and nursery
accommodation to be considered too.
14 Jan 13, 2010 010:16 PM The support services user group are discussing plan, layout, size and specii cations of these designs and
designs and as half new campus WILL be devoted to space oi ce, libary, cafe/restaurant. Represenatives
from GCNS are aware of ongoing i ght to keep GCNS childcare facility open by reading their
suggestions of i lling in available space our proposal and campain for childcare facility has not been
taken into serious consideration.
15 Jan 14, 2010 02:33 PM The investment in the maritime centre is most welcome. A study of the engineering(mechanical and
electrical) facility with a view to improvement would be very welcome.
16 Jan 15, 2010 01:25 PM Finance:It seems odd that the 3 colleges are considered robust so why change this? Surely since the
student population is the same the cost of estates etc will be the same. It appears to be a money saving
exercise, but apart from streamlining of management where else is the i nancial benei ts?
Estates: Having smaller colleges spread through Glasgow surely is benei cial in terms of transport
arrangements, community involvement and individual student needs, to name a few.
17 Jan 17, 2010 08:51 PM There is little here that refers to the future, as the Business case is awaited.
18 Jan 18, 2010 8:16 AM New College Glasgow and New Campus Glasgow are so closely interrelated that it is dii cult to
separate out the issues from the two. We were promised that the design team for the new campus
would consult widely with all stakeholders. The only evidence so far is that they are consulting with
management. If they intend to consult stakeholders later, all the major decisions will have been made
by that time. This is the route taken by New College Glasgow, which is why this consultation is a
meaningless sham.
19 Jan 18, 2010 12:13 PM Design of the new estate must evidence a commitment to promoting diversity and inclusion i.e. not a
high rise tower block with all its problems with moving people about, particularly those with mobility
issues. The architects seem very expereinced in the design of hotels and commercail premises, but the
l ow of people is dif erent in a College with distinct "peaks" and these need to be factored in.
It is also important to include social space and break out areas in the design as currently many students
hang about in the corridors, disturbing other classes and blocking corridors.
There has been much talk of open-plan arrangements to save space. Research shows that this only
works for those in creative roles where interaction is essential, while for those who require to carry out
detailed tasks which require concentration, open plan does not work!
We were a bit bemused by the use of "Scotland with Style" in the document and how this related to
the merger!
20 Jan 18, 2010 01:32 PM Each College currently generate an operating surplus but at dramatically dif erent levels. These
surpluses have been reducing in recent years. The 2007/08 i gures show a better i nancial position
than the up to date position. There will be real pressure on each of the Colleges in the next few years
to produce an operating surplus. There will certainly be less generous SFC grant allocations, reduced
investment income and increased pension costs and this excluded the uncertain i nancial risks that
could also put pressure on the Colleges' i nancial performance.
If the merger is managed and implemented well then merger should increase operating ei ciency.
There are also real costs linked to merger and hopefully SFC will assist with these costs. The main cost
will be harmonising of staf pay and conditions, this is not just a merger cost it will become part of the
merged Colleges' operating costs. Excellent i nancial planning and control will be required to maintain
the current healthy i nancial position.
21 Jan 18, 2010 02:29 PM It is encouraging that all 3 colleges are in a i nancially strong position going into the merger. It is
important that the college give due consideration to requesting i nancial support from the Funding
Council's funds to support the facilitation of merger.
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Appendix 10: Consultation Results