CONTINUED OVERLEAF
21
(cont'd)
Much work has already completed to scope out the accommodation requirements of the new build.
Discussions at present are at a relatively strategic level and there will be more opportunities for
progress when more detailed discussions can be undertaken. It is absolutely essential that lessons have
been learned from past new builds, some of which have been less than satisfactory in respect of the
adequacy of space for both staf and students. It will be absolutely vital in the new college that staf and
students have access to state of the art ICT technologies, which are fully connected between both the
Cathedral Street and Thistle Street campuses.
22 Jan 18, 2010 02:56 PM This merger is predicated on the creation of a 'dynamic' new estate to be ready for 2014. This target
seems ambitious in the current climate. Are contingency plans in place should slippage occur?
23 Jan 18, 2010 03:00 PM The location of the new halls of residence will move students further away from their place of study.
This may concern some international students (safety issues).
24 Jan 19, 2010 08:32 PM As above.
Public perception in the sector would probably prefer to see a merged college with the new build
following on at a time when the public Finances are more stable and predictable.
25 Jan 20, 2010 10:11 AM No comment.
26 As a former accountant and having worked in the construction industry I am somewhat less concerned
about the areas of i nance and estates. The reasons for this are quite simple everything will be bound
by legal and existing established guidelines that will have to be adhered to. However that will in itself
not negate the possibility of wrong decision making by the few, not always the right people or most
informed, who forget or refuse to consult with others and the main players.
My own concerns are:
The reduction to 210,000 WSUMs activity. (i nance)
What commercial and international activity will be accommodated? This is our college's expansion
opportunity through growth potential. (i nance)
How will shared facilities be organised given they are in the control of other colleges who will always
have i rst call on these resources thus compromising our own college timetabling. (estates) *
Hot desks - no permanent individual workplace station. (estates)
*Can we make this work? Will it disrupt staf and as a consequence Student learning?
I think it will as we will have not provided our own facilities in the i rst place IE: Drama Theatre, Sports
Facilities etc.
•
•
•
•
27 Maximum gain for the public purse or reinvestment in the new campus should be the main
consideration when disposing of any existing estate.
28 Whilst it is stating the obvious, with such a large scale project it would be both a i nancial and political
challenge if the building was delivered either late or worse over budget.
29 have no comments on i nance issues arising out of the proposed merger.
30 UWS have no comments on property or i nance issues.
31 We are aware that New Campus Glasgow has been the vehicle by which this project has mainly
progressed. It is essential, however, that senior college managers have experience of new build projects
and do not rely solely on the advice of external consultants. SFC would substantiate this as it has
experience of projects under-performing where senior managers have not had sui cient experience to
the detriment of students, staf and eventually the public purse.
The Operating Surpluses (2007-08) of all three colleges amounts to less than 3% of total income.
Bearing in mind the challenging i nancial situation the public sector is facing it is clear there will
be greater demands on the i nances of the merged college which cannot be supported by further
reducing the quantum available to other colleges.
The commitment to up to £300 million by SFC is central to this project which appears to be founded solely
on the development of a super-campus. Whilst we appreciate the political importance of this project it must
be remembered that a number of Scottish Colleges have estates which are not i t for purpose and others
which will require to respond to changing curricular demands on an on-going basis. This tension in terms
of i nancial demands will place a heavy burden on Boards of Management throughout Scotland and on the
SFC. It is important that Value for Money is achieved in the delivery of the new campuses.
We have no comment on the name of the new college.
153153
Appendix 10: Consultation Results