Some things worked...

Analysis and SWOT

What’s worked well since 2009?

Student engagement, building trust with academics
Student led groups, film nights and events
Establishing relevancy within the curriculum
Campaigns, events and themed practice activity
Continued facilities upgrades by Estates
External funding, in particular gaining from the the CCF for ARC, and cycle infrastructure funding from Sustrans
Engagement through food
Engagement with Halls – a best practice example
Collaborating with GSA Student Association

And what did we try that didn’t do as well?

Operational interactions with busy professional departments
Finding others to lead work/projects
Establishing whole-institution responsibility
Energy and water efficiency monitoring and reductions
Effective building control and monitoring
Attempts to map the curriculum
Generalised messages, campaigns and groups
Social Media – high Facebook likes but little interaction
Some stand-alone events
Setting SMART targets



A close fit with GSA values and aims
Strong SiAG group and community awareness
Senior management support
General willingness to engage across the GSA
Open working environment
A desire and corporate aim to disrupt and think new
Creative thinking
A well-resourced organisation
A strong research focus
Creative and innovative subjects and practice
Our student and staff community


Involvement, motivation and commitment is mixed
No shared responsibility for change
Lack of actual and perceived roles within job descriptions
Poor perception and awareness of issues and effects
Narrow focus on practice
Lack of identity and place within nature
Un-adopted plans including Carbon Mgt Plan and Green Travel
No SMART targets
Weak engagement across professional departments
Poor national and institutional policy and regulation means involvement is down to personal choice


Richer curriculum and research
Students better equipped for work and change
Lead, inspire and retain staff
Better institution planning, in greater depth
More efficient, cost-effective estate operations
An enhanced student experience
Highlighting new career paths and practice
Influencing future making, building and creating
Reduced costs through energy, water and resource procurement
Resilience – energy generation, reducing reliance on fossil fuels Less impact from travel
Going beyond Scottish, UK and EU government requirements
Being a sector and national leader on climate disruption
A chance to emotionally reconnect people to the issues


Assumption that being green reduces choice, increases costs
Fear of change
Lack of motivation or incentives
Perceived personal powerlessness
Ego over Eco consciousness
Disconnection to nature
Distance from consequences
Short-term gains prioritised over long-term consequences
Marketing, mainstream media, throwaway culture
A rapidly redeveloping estate
A lack of responsibility, time or interest in developing targets or reducing costs

Next: Visioning