32
Organisational Structure
(Subject to Consultation)
As we stated in the public consultation
document, we recognise that the
process of organisational change must
be handled fairly and sensitively. We are
creating a new college of an exceptional
scale and we will therefore need new
systems and structures that are i t for
purpose to deliver a world class learning
experience for all our students.
At an early stage in the pre-merger
process, a review of the organisational
structures of the three partner Colleges
will be undertaken and a proposed new
structure developed. The development
and implementation of this will be
undertaken in consultation with staf
and trade union representatives and
progressed sensitively and sensibly, with
minimum disruption to service provision,
staf and students.
There may be areas of the new structure
where the number or scope of the roles
is dif erent from those at present. We
will therefore need to implement a fair
and transparent process to manage this
change, which will be underpinned by an
ef ective appeals process.
This process will be developed in
consultation with staf representatives
and, as far as practicable, staf will
be matched into roles in the new
organisational structure.
It is not envisaged that there will be
major changes to stai ng levels but
there is likely to be some realignment
of management and specialist roles.
It is therefore envisaged that this will
provide increased career and personal
development opportunities for talented
staf with increased opportunity to
specialise in more diverse roles within our
larger sized College.
We do not anticipate that compulsory
redundancies will arise as a result of
the merger process but, in the current
economic climate, future levels of
funding cannot be guaranteed.
This merger is taking place in dii cult
economic circumstances which may
impact on decisions regarding stai ng
levels in colleges across Scotland.
However it is our expectation that the
new merged College will be better
placed to respond to challenges arising
from these economic pressures. We will
give an assurance that, if future stai ng
levels are af ected, we will consult fully
with the recognised trade unions and all
other appropriate representatives and
investigate all possible alternatives.
These could include: seeking candidates
for voluntary severance; part-time
working; natural wastage; freezing of
vacancies; retraining and redeployment.
We will reassure staf regularly that
the primary drivers for this merger are
academic and to support economic
regeneration. We seek to create for
Glasgow in particular and Scotland in
general integrated curriculum centres
of excellence, of world class standing.
We also intend to make a signii cant
contribution to the economic and skills
development (at technician, associate,
professional and higher levels) of the City
Centre and Riverside as well as acting as
a catalyst for the creation of a dynamic
Learning Quarter within the City.
In all our considerations, especially given
the present recessionary and challenged
public sector operating environment, we
will be vigilant to the need for i nancial
prudence and targeted ei ciency. In
addition we recognise that the new
College will generate increased demand
and new income streams.
Mindful of the need to maintain forward
momentum during the coordination
phase and seamless executive
management post Vesting Day, in the
cooperation phase, we would hope to
have appointed, in designate mode
initially, before the summer the top
Executive Leadership Team (Tier 2) and
the Senior Management Team (Tier 3).
SECTION 7: Strategies
7.3 People Strategy
Vice Principal
(International & Business
Development)
Vice Principal
(Finance &
Resource)
Vice Principal
(Learning &
Teaching)
Vice Principal
(Students &
Staf )
Vice Principal
(Planning &
Innovation)
PRINCIPAL & CEO
College
Secretary
ASSISTANT PRINCIPALS / DIRECTORS OF SERVICE
HEAD OF SCHOOL / SENIOR MIDDLE MANAGERS
DEPUTE HEAD OF SCHOOL / MIDDLE MANAGERS
HEAD OF SECTION / SERVICE