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SECTION 1
Executive Summary (continued)
We will continue to use external
quality standards, reference points and
benchmarks to monitor our progress.
This will include the maintenance of
Quality Standards and Frameworks.
As a minimum, we will seek the EFQM
"Recognition for Excellence" award
by 2013 as well as the Queen's
Anniversary Award.
The quality management system
adopted by the new institution will
rel ect the needs of its students, staf and
auditing bodies including SFC, HMIE,
SQA, EFQM, Customer Service Excellence,
ISO 9001:2008, ISO 14001:2004, MCA, EAL,
City and Guilds and IIP. The system will
be regularly evaluated and reviewed to
allow these requirements to continue to
be fuli lled.
1.11 Risk Management
The Risk Register has been developed
with the involvement of the Merger
Working Groups, and has been overseen
by the Merger Steering Group. The
Register will include sections identifying
the Mitigation Strategy for each risk,
the responsible person, together with
identii ed actions and review dates. As
this document is further developed
and populated towards vesting date
and beyond, it will serve as an ongoing
comprehensive risk management tool,
supporting the risk management process
through merger, and for the new College.
There are four principle approaches
associated with risk management, which
will be considered in the development
of the Risk Management Plan:
Treat (mitigate);
Tolerate (accept);
Terminate (decline to take the risk);
Transfer (insure against or
contract out the risk).
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The management of risk will be
monitored by the Shadow Audit
Committee with the support of Internal
Auditors, and reporting to the Shadow
Board of Management.
1.12 New Campus Glasgow
New Campus Vision
The new estate is fundamental to the
delivery of the New College's vision
and it will also bring added economic,
environmental and social benei ts to local
communities, the City of Glasgow and
the rest of Scotland:
"Our vision is also to create Scotland's
i rst College super campus and
be a positive catalyst for change.
In partnership with other civic
institutions we aim to regenerate and
renew Glasgow City Centre and the
riverside".
"Our vision will be one of enabled
and energised learners across two
sites engaged in immersion learning,
industry standard workshops,
international dialogues and
exchanges, responding to real
world briefs, supported by 24/7
virtual learning and Wi-Fi enabled
social learning".
"We are planning to build stateof-the-art,
exciting new buildings
to open in 2014. Our learning
environments will of er
well-equipped classrooms, specialist,
'real life' learning workshops and
innovative learning spaces that will
promote good learning whether in
class groups, smaller tutorial and
discussion groups or for
individual, personalised study".
New Campus Mission
"An inspirational, l exible, technologyenabled and sustainable learning
environment, connected to our
communities and open, accessible
and welcoming".
In order to deliver this core mission, the
key principles established for the estates
project can be summarised as follows:
Inspiring, l exible learning
environments: To create highquality
inspirational, l exible learning
environments to meet the current
and future needs of the learning
community;
Impact and image: To create a
desirable place to work or learn which
reinforces the new college identity,
mission, vision and values;
Community facilities: To support
local communities by creating a mix
of facilities that will be available to
local residents;
Improved public spaces: To provide
improved public realm spaces and
make a major contribution to the
regeneration of local communities;
Accessible: To create facilities that
are open and welcoming, easy to
navigate and easy to access;
Sustainable: To be sustainable in
all respects - socially, economically
and environmentally;
Deliverable: A buildable design
attractive to delivery partners which
protects business continuity;
Af ordable: To deliver value for
money in all aspects of design
and management.
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