CITY OF GLASGOW COLLEGE / MERGER PROPOSAL DOCUMENT
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SECTION 7: Strategies
7.3 People Strategy
Seeking to establish an empowering and
inclusive corporate culture we would
intend to establish the new College's
Management Team in an iterative
process.
In the i rst instance, we would seek
to appoint a Leadership Tier of 5 Vice
Principal's with the following indicative
executive responsibilities:
Learning & Teaching
Curriculum development and
delivery in 10-12 Schools.
Students & Staf
Administration, CPD, Learning
Support Services and Personnel.
Planning & Innovation
Quality Assurance & Improvement,
Merger Director / Project Planning.
International & Business Development
Commercial & Sponsorship
Development, (International)
Partnerships.
Finance & Resources
Finance, MIS, ICT and Estates.
Once appointed, the Leadership Tier
would assist the Principal to shape and
then select Tier 3 of Assistant Principals
and Directors of Service. This senior Tier
would then in turn assist in the shaping
and appointment of Tier 4 of Heads
of School and Support Senior Middle
Managers. Tier 5 of Depute Heads of
School and Support Middle Managers
together with Tier 6 of Frontline Managers
would subsequently be appointed.
TUPE Consultation and Negotiation
with Recognised Trade Unions
All staf that transfer to the new College
from Central College and GCNS will
have their terms and conditions of
employment protected under TUPE
regulations. The new College will extend
the same principles of protection of
terms and conditions of employment
to existing staf of the former Glasgow
Metropolitan College. Any subsequent
change to contractual terms of
conditions will be subject to negotiation.
Trade Union consultation has already
commenced on merger and staf related
matters, and this includes negotiation
on the development of the appropriate
terms and conditions of employment for
the New College.
Please refer to
Please refer to Appendix 14.11:
Stakeholder Engagement Schedule >>>
Harmonisation of
Terms and Conditions
Notwithstanding the legal complexity of
TUPE, a key priority for the new College
will be the harmonisation of terms and
conditions of employment for the various
staf groups.
It must be recognised however that this
will be a dii cult and time consuming
task, particularly in the current economic
climate. We will consult on a timetable
of phased harmonisation and key
milestones, based upon business related
priorities and af ordability.
A bid will be submitted to the Funding
Council to assist in the process of
harmonisation and change management,
recognising that the new College would
thereafter be required to identify any
ei ciency savings / generate additional
income / investment income to i nance
ongoing costs.
Training for Merger
The objective of the Training for Merger
group is to support managers through
the merger process by delivering
a planned programme of staf and
organisation development initiatives for
the three merging colleges, through the
following three stages
Preparing for Merger;
Point of Merger;
Post Merger.
An early action was to put in place
the training programme for the
Communication Facilitators which is
covered under the Communication
Strategy (Section 7.4).
A key milestone will be the All Staf
conference planned for 19 April 2010. The
planning process for the conference has
involved undertaking a culture
survey across the three colleges.
The Training for Merger - Continuing
Staf Development Plan has been
developed by the Training for Merger
Working group. The plan recognises
that this is a long term process and
identii es clear actions and timescales.
Please Refer to:
Appendix 14.13:
Training for Merger Group Remit >>>
Appendix 14.10:
Staf Development Action Plan >>>
Appendix 14.3:
Culture Review >>>
Appendix 14.9:
All Staf Conference >>>
Appendix 14.2:
Communication Facilitators
Training Programme >>>
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