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REVIEW OF SCOTLAND'S COLLEGES
Meetings with College Principals
Sue Pinder, West Lothian College
Monday 15 August 2005
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1. Introduction
Explained the purpose and the timescale for the Review
2. The Differences Col leges Make
The Principal made the following comments about this workstream:
Range of benefits
Ø College involvement in Healthy Respect - a 'well being' project which works with students around the West Lothian region
Ø College involvement with mental health organisation, contact George Hogkins
Ø The College has an in-house chaplain service/counselling service
Ø Crime - hard to measure but thought that the College can add value to the community ie transfer of morals etc
Ø Business/Economy - measure the economic gain and the net benefit of attending college suggested contacting the following:
o Job centre plus
o Local enterprises
o Local authorities
Ø Receive income (ie not sums) from courses in management and training. Suggested possibly contacting companies such as Wisdom, Sky, Ethicon and Royal Bank of Scotland to ask them about the added value of college courses for workforce and identify whether or CPD helps the careers of their staff.
Ø Colleges has conducted some research into longitudinal surveys. Universities may also have data about students who came from feeder colleges and can help to measure the journey travelled.
Ø Colleges have helped to change the perception of learning and workforce development.
Ø Colleges provide wrap around learning.
ACTION: Obtain from the Col lege the list of Contacts
ACTION: Set up meetings with the local contacts - economic and social
3. Accountability & Governance
The Principal made the following comments about this workstream:
Ø Review requires a light touch. Nothing new and radical required but recognise that colleges can always improve. However feels that this can be achieved via internal management improvements, consistent monitoring and benchmarking against local government and businesses.
Ø Ministerial Powers of Direction thought that as colleges provide a public service and MSPs/Ministers are elected to represent the public then they need to have some control. But that this control should be like the nuclear option ie provide parameters not encroaching. However thought that other principals might be satisfied not to retain the Ministerial Powers as then Colleges would have parity with Universities.
Ø Believes that the priority should be the training and development of principals/senior management and future principals/senior management.
Research
Ø Content with research suggestions but also thought that research was needed into where the Principals of the future will come from.
4. Staffing & Learning Environments
The Principal made the following comments about this workstream:
Ø Thought that should rename facilities to learning environments.
Ø Work environment important for staff.
Ø Rather than discuss retention - would like this to be attrition rate as would like their to be a healthy turnover of staff. This will help to spread the word about the college sector.
Ø The learning environment should be fit for purpose and allow articulation with HEIs.
Ø Health & safety issues (also linked to Accountability & Governance).
Ø Workforce planning ie lecturers working in other colleges for a period of time.
Ø Contact within the College Margaret Tierny.
5. Long Term Strategic Future
Informed the Principal that another group were leading on this issue and would be discussing it with her and other Principals later in the year.
Asked what else this group should be looking at and who else should we be speaking to?
Ø Role of other organisations.
Ø Income generation - thought that pump priming money would be valuable, can only gain income from other sources when the core business is stable.
Ø Delivery on activity.
Ø Distribution/scale.
5. AOB
Ø Invite to question staff and learners.
Ø Invite to attend Board meeting.
Ø Invite to add questions to the existing student electronic survey.
Ø Suggested asking members of the working groups what are their credentials and what do they hope that the Review will achieve.
Review Team
August 2005
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REVIEW OF SCOTLAND'S COLLEGES
Meetings with College Principals
Rae Angus : Aberdeen College
Tuesday 16 August 2005
_______________________________________________________________________
1. Introduction
Explained the purpose and the timescale for the Review
2. The Differences Col leges Make
The Principal made the following comments about this workstream:
Policy Drivers
Ø College are a vehicle for delivering social policy, these policies drive up demand yet colleges are fixed on how much they can supply.
Ø Should be looking at existing policy drivers and identifying what has and has not been achieved.
Ø Need to identify what is not being done ie adult literacy.
Ø Problems with adult literacy education being controlled by local authorities.
Benefits of College
Ø Large proportion of the population in the Aberdeenshire area have attend the college at some point in their education life.
Ø The college have undertaken economic impact studies.
Ø Colleges not only have an impact on the economy but also help to build individual people's confidence.
Ø College now starting to undertake life changing surveys and student satisfaction surveys which following learners through lifelong learning ie when they leave and then identifying if they ever return to the college to study other courses.
Ø Important to avoid the situation where employers feel they need to set up their own private training facilities as colleges unable to provide courses. Balance between the needs of employers and the choice of learners.
Cost & Efficiency of Colleges
Ø Ask why colleges are paid less than schools or universities for delivering a service but can provide the same service for value for money.
Ø Better value if students undertake the 2 + 2 model.
Ø Comparisons/benchmarking required with other countries ie America.
Ø Can demonstrate how the college works in partnership with many other organisations ie
o using local authority premises to deliver courses; and
o sharing facilities with schools ie providing them with computers
Ø Good articulation routes/ relationship with Robert Gordons University.
ACTION: Obtain a copy of the economic impact studies from the College
3. Accountability & Governance
The Principal made the following comments about this workstream:
Ø Thought that caution would be required when undertaking work in this area - why fix something which is not necessarily broken. Presumption of a deficit model.
Ø Recognises that some MSPs have a poor perception about the management and governance of colleges. Possible need for some promotion of the sector amongst MSPs.
Ø Would be disappointed if mistakes from the past were repeated - ie looking back at local authority control without remembering the problems colleges faced when they were under LA control. Dangers involved in the apparent 'democratic deficit'. Councillors were not interested in the colleges ie poor attendance record at meetings. Hard to get all the interest groups represented on the Board and it would make it far too large.
Ø Maybe need to question the skills of board members. Do members represent themselves or act as a collective.
Ø Discussed the difference between University and Colleges. Thought that the older Universities are very different in nature from Colleges. Thought that there is still a need for a degree of oversight and control over colleges. But at the same time colleges need to be flexible enough to respond to local needs.
Ø Importance of community planning.
Ø The current system is working well. College uses the John Carver model - non profit organisation which is structured so that the Board set out the policy and procedures; establish parameters; monitor managements and check competency of how the Principal and senior management run the college.
Ø Believes that board members are more a Board of Governors rather than a Board of Management.
Ø Learn from previous lessons.
Ø Ministerial Powers of Direction :
o need to retain charitable status;
o need to retain ultimate powers of direction;
o Colleges use public funds and are therefore accountable for the use of those funds; and
o sensible and informed oversight required.
ACTION: Obtain information about the John Carver model.
4. Staffing & Facilities
The Principal made the following comments about this workstream:
Retention & Recruitment
Ø No longer an ageing workforce at the college because refreshed their staffing structure.
Ø As colleges provide a variety of learning - staff need to be able to provide a service which matches the needs of the college/learners.
Ø College has good recruitment and retention rates - so much so that local schools are requesting maths lecturers from the college.
Ø Think that their recruitment and retention rates are strong because of the pay structure - benefit of local pay bargaining is that they can compete with the local market. They have reduced the number of pay scale points which means that the starting salaries are higher than the McCrone settlement and it takes a shorter time to hit the maximum in that pay scale.
Ø Other benefits for staff include medical care, laptops and PDAs
Ø Slight difficulty in recruiting engineers - now employing older engineers who have been working away from home for years and wish to spend the next 10 years working from home. These people have recent technical and skill experience.
Training
Ø Post initial training (beyond TQFE) is mandatory for full time permanent staff.
Ø Prefer making local decisions rather than having national decisions imposed.
Ø Actions have consequence ie if more training then less teaching time.
Ø Mandatory performance appraisal including unannounced class room observation.
Ø Mentors and action plans if development needs are identified.
Ø Mandatory training in virtual training.
Ø Lecturers should be practioners, professional and have chartered status.
Learning Environment
Ø Technology will have implications on the learning environment and teaching techniques.
Ø Becoming more work based learning.
Ø In the future less students coming into the physical building.
Ø Colleges using other premises to deliver courses.
Ø Working in partnership - community based learning/virtual learning.
5. Long Term Strategic Future
Briefly discussed that remit of this working group and explained that there would be another meeting arranged to discuss this issue in more detail.
There is possibly a case for this being the first workstream with the other workstreams following on from what this group recommends - recognises the difficulty in doing this when it is difficult to predict the future - citied the example of call centres.
6. AOB
The Principal was asked what would he like the Review to cover/achieve?
Ø A clear explanation of the role of colleges.
Ø Raise the profile of colleges.
Ø Clarification of the roles within the college ie of governance and of accountability.
Ø Look at what other counties are doing - best practice elsewhere.
Ø Champion the rights of the community.
Ø Would be interested to see if all the policies were ranked in order of importance.
Ø Request that the Executive don't make too many restrictive changes as colleges are better at finding local solutions to problems.
Reviews Team
August 2005
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REVIEW OF SCOTLAND'S COLLEGES
Meetings with College Principals
Robert Sinclair : Banff & Buchan College
Tuesday 16 August 2005
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1. Introduction
Explained the purpose and the timescale for the Review. The Principal highlighted his concern about the membership of the working groups, in particular the Staffing & Learning Environments Group, and his disappointment at the lack of representation from the rural areas. Requested that people who arrange future meetings note the difficulties and expense involved in getting to meetings in the central belt.
2. The Differences Col leges Make
The Principal made the following comments about this workstream:
The Range of Benefits
Ø Working with the local police force to help to reduce car crime in the area - thinking about promoting motor vehicle courses.
Ø Colleges make people employable - confidence, can do attitude, skills not just about certificates.
Ø Difficulty in balancing what learners want to study and what the economy needs ie economy needs engineers and hospitality workers but students requesting courses in beauty therapy.
Ø Promotion of citizenship.
Ø Diversity of colleges is a benefit.
Ø Benchmarking with England.
Ø Case studies might be a good method of highlighting the variety of differences that colleges make.
Ø College students who go on to University have better retention and success rates - it may be useful to examine the statistics and identify why this may be the case.
Ø Need to raise the profile of tertiary education.
3. Accountability & Governance
The Principal made the following comments about this workstream:
Ø Current system is working no need for large changes - reviewed out
Ø Sometimes experience difficulty in attracting females to apply and remain on the Board.
Ø Incorporation has been a great success. Advised against a return to local authority control.
Ø Would advise against copying the English model.
Ø Flexibility key to the success of colleges.
Ministerial Powers of Direction
Ø Failing colleges impact on the sector as a whole.
Ø Colleges have the ability to move fast and react to local pressures and demands - fisheries/merchant navy
Ø Retention charitable status must be a priority - if this college lost its charitable status then they might have to close their outreach centres.
4. Staffing & Learning Environments
The Principal made the following comments about this workstream:
Ø Concerns about the workstream because of the composition of the membership ie no-one from the rural colleges.
Retention & Recruitment
Ø Competition with school teachers and University lecturers- pay
Ø Recruiting older experienced people who have been working in the trade, particularly in engineering, for several years however they now wish to live closer to home rather than abroad or at sea.
Ø Some difficulty in recruiting engineers and IT because they can earn more outside of the college.
Training
Ø Career paths are required.
Ø Would like to see chartered status.
Learning Environment
Ø Blended learning approach - always a need to physical practice skills, also students enjoy mixing with other students.
Ø Estates need to be fit for purpose.
Ø Attending college helps to improve the soft skills - social interaction rather than just sitting at a computer.
ACTION: Hold one of the working group meetings in a rural college.
5. Long Term Strategic Future
Briefly discussed that remit of this working group and explained that there would be another meeting arranged to discuss this issue in more detail.
The Principal made the following comments about this workstream:
Ø Articulation routes good - recommend the 2 +2+2 route.
Ø Good links with local universities.
Ø Would like to see closer links/collaboration with industry.
Ø Income generation should not affect the core business of colleges and they should maintain a public sector service ethos.
6. AOB
The Principal was asked what would he like the Review to cover/achieve?
Ø Improvements to the imbalance of funding for rural colleges.
Ø Improve the image of colleges.
Review Team
August 2005
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REVIEW OF SCOTLAND'S COLLEGES
Meetings with College Principals
Stuart McKillop: South Lanarkshire College
Friday 19 August 2005
_______________________________________________________________________
1. Introduction
Explained the purpose and the timescale for the Review.
2. The Differences Col leges Make
The Principal made the following comments about this workstream:
Ø Will provide a CD which provides evidence of the difference colleges have made to people's life.
Ø Thought that Colleges could help the economy grow even more if they were not capped.
Ø Growth in the care sector because of the demographics of the population, therefore a need to train staff and students in these skills.
Ø A number of students attending college to improve their skills while also n employment.
ACTION : Principal to provide a copy of the CD and a list of contacts.
3. Accountability & Governance
The Principal made the following comments about this workstream:
Ø Good mix of gender and skills required for Board of Management
Ø Would like to see national guidelines for the recruitment of Board Members and Principals. Also thought it would be useful to publish examples of best practice.
Ø Hold strategic planning meetings with the Board.
Ø Have a paid student president who is also on the academic board - learners are important because they are the customers.
Ministerial Powers of Direction
Ø Would quite like a retention of Ministerial powers of direction but still need for autonomy.
Ø Thought that powers of direction could be held by the Funding Council/ Ministers/ Ombudsman.
Ø Believed that no-one will want to lose charitable status.
Ø Thought that the Accountable Officer and Principal need to be accountable.
4. Staffing & Learning Environments
The Principal made the following comments about this workstream:
Ø Boards of Management are employers and possibly need to recognise this and may also need training in health and safety aspects.
Ø Thought it was useful to hold an annual staff conference.
Ø Encouraged staff to undertake CPD.
Ø College has made steady improvements to the pay scale and are now more in line with other colleges.
Ø Recent restructuring of departments - the savings from this went into salary increases.
Ø The College has seen an improvement in industrial relations.
Ø HR policies are becoming more family friendly.
Ø McCrone settlement has not resulted in lose of staff to schools.
Ø Highlighted the importance of training for all staff not just lecturers.
Ø Cautioned against a return to national pay bargaining without central support.
Ø College has increased the amount of ICT training undertaken by staff.
Ø College has been reducing the numbers of temporary staff.
Learning Environment
Ø Acknowledged the significant investment made to college estates.
Ø Need to think about the future when deciding what large scale changes to make to Estates.
5. Long Term Strategic Future
Briefly discussed that remit of this working group and explained that there would be another meeting arranged to discuss this issue in more detail.
The Principal made the following comments about this workstream:
Ø Increasing need for colleges to work in consortia to offer courses.
Ø Been working in partnership with HEIs ie Bell College.
Ø Greater flexibility required.
Ø Would like to see greater joined up planning.
Ø Believes in 5 year planning rather than 10-20 years.
Ø Need for better childcare facilities.
Ø Recognise the need to increase other forms of income generation due to forthcoming reduction in ESF funding.
6. AOB
The Principal was asked what would he like the Review to cover/achieve?
Ø Would like to see the Supply and Demand Mapping Exercise - followed up and action taken on the recommendations.
Reviews Team
August 2005
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REVIEW OF SCOTLAND'S COLLEGES
Meetings with College Principals
Hugh Logan : Motherwell College
Friday 19 August 2005
_______________________________________________________________________
1. Introduction
Explained the purpose and the timescale for the Review. The Principal highlighted his concern about the membership of the Staffing & Learning Environment working group and the remit of this group.
2. The Differences Col leges Make
The Principal made the following comments about this workstream:
The Range of Benefits
Ø Colleges need to look at the broader scene.
Ø Colleges provide better value for money for learning in comparison to schools and universities - citied the comparisons with Bell College.
Ø Good idea to obtain testimonials.
Ø Willing to provide a list of corporate partners - ie companies/prison service who use the college.
Ø Believed the relationship between FE and HE to be important.
Ø Thought there was a lack of encouragement for colleges to be efficient.
Ø Raised the question of whether colleges are businesses or semi interventionist model.
Ø Suggested speaking to the Princes Trust.
Ø Thought that the Executive should ensure provision for those who wish to learn.
ACTION: Obtain a list of corporate partners from the Col lege.
ACTION: Arrange a meeting with the Princes Trust
3. Accountability & Governance
The Principal made the following comments about this workstream:
Ø Current system is working no need for large scale changes.
Ø Need to look at the appointment of Principals and Board Members.
Ø Need for clear lines of demarcation between Principals and Boards of Management.
Ø Need clear national guidance on the role and purpose of Boards of Management.
Ø Possible need for a mix of Executives and non Executives ie senior management on the board.
Ø Possible benefits of remuneration ie making boards more accountable.
Ø Principals wish to retain their ability to react fast and be dynamic.
Ø Need to ask the question what is the benefit/value of having a board?
Ø The running of colleges should be customer focussed.
Ø Cautioned against wasting money on reviews that were unnecessary when money could be put towards increasing the number of students.
Ministerial Powers of Direction
Ø Not that excited about the issue.
Ø Ultimately some form of control needs to be retained - maybe through conditions of grant.
Ø Questioned who has the ultimate power - preferably Ministers as they decide the vision.
Ø Would like to retain both charitable status and Powers of Direction.
4. Staffing & Facilities
The Principal made the following comments about this workstream:
Ø Concerns about the remit, think it risks becoming more of an audit group.
Ø Discussions and evidence should prove that there is not a problem in the sector with recruitment and retention. Evidence will possibly show that there is not enough turnover of staff and insufficient competition in the sector because too many institutions. Would like to see staff moving about the sector.
Ø Demographics will impact on staffing and curriculum - skill set specific
Ø Colleges already know the profiles of their staff.
5. Long Term Strategic Future
Briefly discussed that remit of this working group and explained that there would be another meeting arranged to discuss this issue in more detail.
The Principal made the following comments about this workstream:
Ø Lack of incentives for mergers.
Ø Post Barnett - reduced funds therefore need to be more efficient.
Ø Need for strategic direction about the future of tertiary education.
Ø College already attracting international students - China.
6. AOB
The Principal was asked what would he like the Review to cover/achieve?
Ø Look into the problems with having to go through 3rd parties ie CITB.
Ø Turning students away need more SUMs.
Ø Money wasted on bureaucracy and surveys would be better spent on delivery of courses.
Ø Think of it as a tertiary sector - recognise that older HEI are completely different from Colleges but that some of the newer Universities offer the same as some of the Colleges.
Ø Action taken in relation to the outcomes of the area mapping exercise.
Ø Colleges still set up in county council models.
Ø Student support issues - child care funding and facilities
Ø Linkage between SAAS, Funding Council.
Ø More evidence about international experiences.
Ø Some things/services could be done by national body/company ie HR, procurement, formation of data.
Ø Restructuring of the funding council/SQA - to become more efficient Eg the waste of money spent on discussing mergers without mergers taking place.
ACTION: Look at the Finland experience.
ACTION: Speak to Margaret Sutor/Funding Council about area mapping exercise.
Review Team
August 2005
_______________________________________________________________________
REVIEW OF SCOTLAND'S COLLEGES
Meetings with College Principals
Iain Ovens: Dundee College
Monday 22 August 2005
_______________________________________________________________________
1. Introduction
Explained the purpose and the timescale for the Review.
2. The Differences Col leges Make
The Principal made the following comments about this workstream:
Ø Starting point to ask the question what would the impact be if there was no college?
Ø The college have looked into strategic planning and decided that this could be defined through their mission statement that the college should play a leading role in local economic development.
Ø Recently inserted into the mission that colleges should play a leading role in the local economy and community development.
Ø Importance of keeping people in the education sector - ie bridging the gap between school and university.
Ø Flexibility of colleges - this could not have been achieved under Local Authority (LA) control.
Ø Students that attend are more job ready - suggest speaking to local employers.
Ø Important to highlight the partnership colleges have other organisations ie universities, Local Authorities, schools, businesses, health organisations and cultural org such as the Dundee Rep.
Ø Colleges act as a catalyst and a delivery vehicle.
Ø Executive policy directives to other organisations such as LAs can result in colleges providing their staff with training opportunities and therefore college can gain additional money
Ø Focussing on a key sectors:
o Creative Industries
§ purpose built facility called 'The Space';
§ community able to use these facilities; and
§ Institute of Performing Arts - running and owning theatres for educational purposes.
o Social Care Academy
§ guarantee of jobs; and
§ qualifications.
ACTION: .Set up a meeting with the local council to discuss the difference college makes to the local area.
ACTION: ask the ASC if they have undertaken a multiplier study
3. Accountability & Governance
The Principal made the following comments about this workstream:
Ø Colleges already present a wealth of info to the Funding Council, the Executive and the Parliament therefore colleges should not suddenly be finding themselves in difficulty.
Ø Believes that his college board takes its responsibilities seriously.
Ø Boards can contain LA representation via a head teacher or Convenor of Education.
Ø Possibly need to ask what value do Boards of Management bring to the sector?
Ø Need to look at the skill set of individuals and how this fits into the board as a collective.
Ø If board members were sacked this could be demoralising and could make it difficult to recruit new members.
Ø Titles of Board of Management - could be seen as exaggerating the role of Board Members
Ministerial Powers of Direction
Ø Colleges are a public service but concerned that too much direction would prevent flexibility and autonomy of colleges.
Ø Cautioned against a return to LA control as they are too bureaucratic and don't understand staffing issues.
Ø Current system is working - there is already strict monitoring and the need for Government intervention is rare.
Ø Preference for Ministerial power rather than directed
4. Staffing & Learning Environments
The Principal made the following comments about this workstream:
Ø Curriculum changes very quickly so staff need to develop quickly but also provides opportunity for staff to move into new areas. Staff willing to retrain and acquire new skills.
Ø Strong tradition of part time and short term contracts.
Ø Low labour turnover, have been able fulfil all recruitment requirements.
Ø Credit to staff in the sector that so adaptable to change.
Learning Environment
Ø Increasing use of ICT training.
Ø Colleges receptive to different learning modes.
Ø Increasingly involved in work based learning.
5. Long Term Strategic Future
Briefly discussed that remit of this working group and explained that there would be another meeting arranged to discuss this issue in more detail.
The Principal made the following comments about this workstream:
Ø Colleges should not spread themselves too thinly on what courses they deliver.
Ø There needs to be better articulation/promotion of the work that colleges do.
Reviews Team
August 2005
_______________________________________________________________________
REVIEW OF SCOTLAND'S COLLEGES
Meetings with College Principals
Linda McKay : Forth Valley College
Monday 22 August 2005
_______________________________________________________________________
1. Introduction
Explained the purpose and the timescale for the Review.
2. The Differences Col leges Make
The Principal made the following comments about this workstream:
Ø Suggested contacting the local LEC to see if they have undertaken impact studies on the difference colleges make - contact point Tom Shields.
Ø Suggested contrasting the impact colleges have made to the local community's who have engaged with the college against those who have not engaged.
Ø Suggested speaking to actual students
Ø Show economic development - track people in the workforce showing retention rates and levels of salary.
Ø Following the employment path suggested contact Robin McGill of Innovene
Ø Some employers prefer to recruit staff who have had hands on experience and have then moved on the management against those who have come straight from Uni.
Ø Possible best to show the difference colleges make by breaking down the sectors.
Ø Believes that enterprise networks will have statistics on MAs and will be able to show that colleges are out performing private training providers.
ACTION: Obtain contact details of relevant stakeholders from the Col lege
3. Accountability & Governance
The Principal made the following comments about this workstream:
Ø Interested to compare and look at best practice in the private sector
Ø Boards should not micro manage
Ø Clarification required on the role and title of Boards of Management
Ø ASC have a role to train Boards of Management
Ø Input and value of boards can be called into question but still a need for them.
Ø Need to improve the value for money aspect of Boards. Colleges spend time and resources serving the Board.
Ø Thinks that guidance, similar to that drafted for the universities, would be useful
Ø Evaluating the performance of board members would be timing consuming and a substantial task - no real mechanism for evaluation. Could look into how LECs evaluate or the SQA self evaluation form.
Ministerial Powers of Direction
Ø Yes there should be a continuation of Ministerial Powers of Direction and charitable status should be retained.
Ø There were instances in the past where the powers of direction should have been used, the power would have sorted out the problem sooner.
Ø The decision should be in the best interest of the learners.
Ø Should be retained if used well and carefully
Ø Colleges spend public money therefore need for accountability - balance required
Ø Ministers have a legal and moral responsibility to ensure that the use of public funds is spent properly.
Ø Still need for letter of grant but would question the legality of this being used as the vehicle in which to ensure power of direction.
4. Staffing & Learning Environments
The Principal made the following comments about this workstream:
Ø The important point is just not the age of the work force but the length of service.
Ø Could look into the average age of recruits
Ø Need to remember that recruitment and retention may vary between sectors
Ø Geographical factors
Ø Increasing number of regulations
Learning Environment
Ø Dedicated estate investment, multiple use of facilities.
5. Long Term Strategic Future
Briefly discussed that remit of this working group and explained that there would be another meeting arranged to discuss this issue in more detail.
The Principal made the following comments about this workstream:
Ø Importance of records of achievement
Ø Asked what is happening with the supply and demand survey - it identified that there is unmet demand
Ø Possible need to look at statutory partnerships eg Local Authorities at the moment decide whether or not to speak to local colleges about Community Planning - this should automatically happen.
Reviews Team
August 2005
_______________________________________________________________________
REVIEW OF SCOTLAND'S COLLEGES
Meetings with College Principals
Bill Wardle : James Watt College
Thursday 25 August 2005
_______________________________________________________________________
1. Introduction
The purpose and the timescale for the Review were explained.
2. The Differences Col leges Make
The Principal and senior management team made the following comments about this workstream:
Ø The relocation of the campus to the waterfront was seen by the business sector community as being pivotal to the regeneration of the area.
Ø The college is the largest college but is situated in a significantly under-achieving economic area.
Ø The college provides an after-care service for graduates which mainly helps students who have not found employment within the first 6 months.
Ø They consider themselves to contribute to the employment opportunities of people from the area.
Ø Academic planning is responding to the HE and School sector more formally.
Ø Still experiencing difficulties in reaching some of those most in need, for example the homeless and those in care due to financial barriers.
Ø Suggest using North Ayrshire campus as a case study for "before the college and after".
ACTION: Contact Brian McDonald, Deputy Chief Executive, North Ayrshire Council
3. Staffing & Facilities
The Principal and senior management team made the following comments about this workstream:
Ø Asked what the Executive meant by HR Modernisation?
Ø Found staff concerns around HR modernisation (flexibility to changes in hours of teaching, holidays etc).
Ø Did not believe "Fresh Talent" would make any major impact on the College sector.
4. Long Term Strategic Future
The Principal and senior management team made the following comments about this workstream:
Ø Found difficulties in competing for international students and considered this competition to be preventing collaboration. It was suggested that a centralised strategy for marketing Scottish Education as a brand and then sub-divided into specialities would be a more efficient selling technique.
Ø Concerns over expectations of the FE Sector. Although the college can provide the graduates it cannot provide the jobs.
Ø The FE sector has an understanding of demand for flexible learning for example a shift to part-time study and untraditional hours and recognises the need to be supportive. There is a need for more staff flexibility.
Ø More should be done to encourage new business start ups as these are currently low with a high failure rate.
Review Team
August 2005
_______________________________________________________________________
REVIEW OF SCOTLAND'S COLLEGES
Meetings with College Principals
Tom Wilson: Metropolitan College
Friday 26 August 2005
_______________________________________________________________________
1. Introduction
Explained the purpose and the timescale for the Review.
2. The Differences Col leges Make
The Principal made the following comments about this workstream:
Ø College help to retrain people who need new skills or are required to update existing skills because of new machinery/technology.
Ø Funds for retraining often come from ESF funding - wondered what will happen when this funding disappears.
Ø There will be an increased need for retaining as the population gets older.
Ø Skills Gap - danger of this increasing if Government wants more people to attend University and population number are declining.
Ø College students are now a variety of ages - school pupils to OAPs.
Ø Improve perceptions of the sector - provide education and a service.
Ø Suggested contacting John McCearney of West of Scotland Partnership who would be able to give a complete picture regarding ESF and ERDF funding.
Ø Colleges provide industry with value for money training option - cheaper to have the college train a member of staff than to organise the training themselves.
Ø Difficulties involved for people wanting to come off benefits and start college - lack of financial incentive.
Ø Poor/low take up of adults participating in apprenticeship schemes and MAs.
Ø College participates in community work - 80 outreach centres including Asian Women's centre.
ACTION: Principal to provide a list of contacts - ETLLD to arrange meetings with these contacts.
3. Accountability & Governance
The Principal made the following comments about this workstream:
Ø Prefer the title Board of Governors.
Ø Need to have a skills and age mix - ie not all members should be retired.
Ø Work loads of the boards can vary - particularly busy during the time of merger.
Ø Used an independent assessor when recruiting for the board ie Falkirk Council.
Ø Have had little difficulty in attracting applications for board members.
Ø Quite liked the size of current boards.
Ø The chair of a board needs to be active - there may be a strong case for having the chair remunerated. But can also appreciate the difficulties surrounding remuneration.
Ministerial Powers of Direction
Ø The retention of Charitable Status is a priority.
Ø Public purse will need to supplement any lose of income if College lose their charitable status.
Ø The fact that powers have not been used is a cause for concern - there have not been many instances when the powers should have been used. Now if they are used it will be the test case.
Ø Unless Ministers are willing to use powers then there is little point in having the powers.
Ø Use of the condition of grant - making it more specific.
Ø Use of the powers would result in a speedy resolution of the problem.
4. Staffing & Learning Environments
The Principal made the following comments about this workstream:
Learning Environment
Ø Important that learning environment matches what is happening in industry ie technology is up to date. This can be very expensive for the College ie up to date printing equipment.
Ø Caledonian University have used learning spaces for several purposes ie library also a coffee shop and somewhere to talk about courses.
Ø Questioning the need of facilities we think are necessary ie large refectories are these even used by students or would they prefer coffee bars etc.
Ø Still a need for physical environments but can't take things for granted - possibly asking students what they want.
Ø Suggesting contacting the Lighthouse - they have a team which was involved in working with pupils and parents in the school building design.
Staffing
Ø Demography of staff will need to be monitored - not just about pay but also need to appreciate what is happening in a specific sector.
Ø Greater need for the promotion and recognition of what college do.
Ø At the moment McCrone has not had an impact on colleges - but this may change.
Ø Greater need for preparing staff for promotion into junior and senior management posts.
Ø Charter of Lecturers
o Review took place in 1975 - Houghton Review.
o Cause a lot of tension at the time.
o Led to some lecturers gaining a substantial increase in pay.
o Led to no actual qualification.
o Lecturers who gained this charter had to teach 50% in the field of HE.
ACTION: Executive to speak to the NUS about the possibility of using the Lighthouse in future research when looking into what students would like from their learning environment.
5. Long Term Strategic Future
Briefly discussed that the remit of this working group and explained that there would be another meeting arranged to discuss this issue in more detail.
The Principal made the following comments about this workstream:
Ø Importance/value of longitudinal surveys.
Ø Articulation links with Glasgow Caledonian University.
Ø Work in a complimentary way with other colleges - not in competition.
Ø Success story of college students progressing to university - however should avoid direct comparisons between a college student entering university to that of a 5A school pupil.
Reviews Team
August 2005
_______________________________________________________________________
REVIEW OF SCOTLAND'S COLLEGES
Meetings with College Principals
Christina Potter: Elmwood College
Monday 29 August 2005
_______________________________________________________________________
1. Introduction
Explained the purpose and the timescale for the Review.
2. The Differences Col leges Make
The Principal made the following comments about this workstream:
Ø Colleges get people into work.
Ø Partnership with Police, Local Enterprise Co, Health Boards, Social Work and Prisons ie Castle Huntly - rehabilitation of offenders soon to be released.
Ø Innovation and income generation- Golf Course and Farm.
Ø Different colleges make impacts in different sectors ie Barony College works with the Forestry Commission and Elmwood works in Golf and Animal care. Some colleges (like Elmwood) have unique specialisms which can contribute to Knowledge Transfer.
ACTION: Principal to provide a list of contacts of organisations willing to provide testimonials on the difference colleges make - I will let you have this by the end of the week
3. Accountability & Governance
The Principal made the following comments about this workstream:
Ø Useful to have guidance on where a Principal can go for help if they are experiencing difficulty with their Chair or Board Members. - might be useful if Principals could go to an independent body (I don't have this problem but know of some who have!)
Ø Colleges are professional and can be ahead of the game in having well defined policies and procedures and also in their approaches to the management of staff - more so than Universities.
Ø Danger that perception might be that Universities are better governed than Colleges.
Ø Length of time served on a Board - 8 years is not necessarily that long.
Ø Possible difficulties involved in recruiting Board Members in rural areas - as more businesses in urban areas and reduced number of people means less choice of skill sets.
Ø Would be useful to know the collective knowledge of Board members ie how many lawyers etc
ACTION: Executive to look into the possibility of collecting data on the gender and skill set of Members.
Ministerial Powers of Direction
Ø The more income that Colleges generate themselves the less need for Ministerial intervention.
Ø The priority should be to retain charitable status.
Ø Questioned whether there is another way of retaining direction ie through funding?
Ø Rarely a need for the whole Board to be removed.
4. Staffing & Learning Environments
The Principal made the following comments about this workstream:
Ø .Need to take sectors into account - recruitment is not necessarily a generic problem. Some of the sectors can be very niche therefore reduces the pool of applicants.
Ø Not just maturing lecturers in some sectors/courses but also mature students. Colleges need to be able to respond to local problems with a flexible approach.
Ø Terms & Conditions
o Lecturers taking on additional responsibilities ie farm instructors also run the farm, golf pros not only teach students but have paying golfing clients. Therefore need to have flexible contracts to suit the context
o Niche courses require some flexibility of staff eg farm/golf staff busiest time is over the summer when other members of staff are on leave therefore need additional staff numbers so that leave can be taken on a rota basis without affecting the teaching of students and the work being done on the farm/golf course.
o Difficulties calculating the number of hours worked and timetabling if the lecturer is going out to employers to train staff.
Learning Environment
Ø Learning environment should reflect the working environment as close as possible - e.g hair salons, golf course, farm, stables, training restaurant however requires to be more adaptable/added challenges ie room for teaching when students require support.
Ø Dual purpose of facilities:
o Classroom for knowledge transfer
o Workshops and other practical facilities for hands on practical experience
Ø Flexibility to change/diversification of industry. Travel and Tourism has moved from being travel agent shop based to more IT based therefore there are less jobs in this area. Many small farm holdings have moved into new business areas ie golf and equine - Elmwood has mirrored these changes in the way its estate and provision has diversified.
Ø Cost of up to date equipment - can be very, very expensive in the land based sector
Ø Classroom space - outdoor activities fine when weather is good sometimes difficult to find a classroom when the weather is bad.
Ø Overcoming staff perceptions of what the learning environment should be like - library for studying when some students would like to have a coffee and quiet discussions and access to books and internet.
Ø Expense involved in some licensing software agreements - would be good if the sector could undertake procurement of software such as cad.
5. Long Term Strategic Future
Briefly discussed that remit of this working group and explained that there would be another meeting arranged to discuss this issue in more detail.
The Principal made the following comments about this workstream:
Ø Scenario planning should involve employers and future employers as they may have insight into future skill and learning environment needs.
Ø Close links with the difference that colleges make.
Ø Need to be cautious about looking too far ahead.
Ø There will always be a need for the physical buildings eg. colleges also provide a social environment.
Ø The impact of Fresh talent initiative.
Ø Income Generation - Golf Course, Farm and conferencing facilities also more knowledge transfer activity and International work.
Review of Scotland 's Col leges
August 2005
_______________________________________________________________________
REVIEW OF SCOTLAND'S COLLEGES
Meetings with College Principals
Tony Jakimciw: Dumfries and Galloway College
Wednesday 31 August 2005
_______________________________________________________________________
1. Introduction
The purpose and the timescale for the Review were explained.
2. The Differences Colleges Make
The Principal made the following comments about this workstream:
§ The biggest differences are the indirect differences.
§ Support smaller, local companies.
§ Support projects.
§ Helped support other organisations in setting up their Construction Industry Forum.
§ Flexibility of college.
§ Respond to local issues e.g. as a result of foot and mouth.
3. Staffing & Facilities
The Principal made the following comments about this workstream:
§ Staff are at the bottom of the pay scales due to high running costs of college's other campuses e.g. running Stranraer.
§ Recruitment of staff is difficult.
§ Staff more flexible.
§ Staff development training is difficult due to arrangement for staff cover.
§ ICT used for business on-line including video conferencing.
4. Accountability & Governance
The Principal made the following comments about this workstream:
§ Content with the status quo but not if Ministers use these powers more pro-actively.
§ Board members are unlikely to know about the Minister's powers of intervention as would be more likely to be aware of the Funding Councils right to withdraw funds if it believed the college board was mismanaging the college.
Recruitment of Board members is difficult.
5. Role of Student Association
§ Very limited interaction form students even although incentives given.
§ Transport is the main issue that affects recruitment of student representatives.
6. Long Term Strategic Future
The Principal made the following comments about this workstream:
§ This Principals Forum is currently looking at this issue - Dr Craig Thomson, Principal, Adam Smith College leading on the "Role of Colleges in the Future" which is looking at colleges over the next 10 - 15 year timescale.
§ Colleges should be identified more as key partners by the Community Planning Division.
§ FE Colleges need to be involved in the strategic planning for the future and how they fit in with the economy.
Reviews Team
September 2005
_______________________________________________________________________
REVIEW OF SCOTLAND'S COLLEGES
Meetings with College Principals
Russell Marchant: Barony College
Wednesday 31 August 2005
_______________________________________________________________________
1. Introduction
The purpose and the timescale for the Review were explained.
2. The Differences Colleges Make
The Principal made the following comments about this workstream:
§ Barony College specialises in land based and animal care education and training.
§ The College offers a safe environment to learn how to operate expensive equipment and heavy machinery, e.g. combined harvester (which would be difficult for the business sector to do) - employers and manufacturers, therefore, have developed close links with the College.
§ The College offers ongoing career advice and has clear progression routes and good links to other colleges and universities.
§ Barony College estate supports three commercial activities; a farm, a fish farm and a franchised food processing unit - all of which are utilised in enriching the students experience in education.
§ Financial surpluses made from these commercial activities are reinvested into the College. However the College has to carry any losses made also. The main aim of the 'commercial' enterprises is to enable students to experience best practise in an appropriate setting.
3. Staffing & Facilities
The Principal made the following comments about this workstream:
§ The College offers residential facilities.
§ As the College is a specialist college it attracts both international students and students from the north of England.
§ European funding was used to help fund some of the College's new estates.
§ The College offers structured promotion/progression opportunities for staff and encourages continual professional development.
4. Accountability & Governance
The Principal made the following comments about this workstream:
§ Barony College does not experience any difficulty in recruiting members for the Board of Management.
§ It is content with ministerial powers of intervention remaining as the status quo.
5. Long Term Strategic Future
The Principal made the following comments about this workstream:
§ Colleges need to continually seek to improve.
§ Promotion of the FE College Sector could be developed - particularly oversees.
§ More funding should be given to help improve research and development.
Reviews Team
September 2005
_______________________________________________________________________
REVIEW OF SCOTLAND'S COLLEGES
Meetings with College Principals
Howard McKenzie: Jewel & Esk Valley College
Tuesday 6 September 2005
_______________________________________________________________________
1. Introduction
The purpose and the timescale for the Review were explained.
2. The Differences Colleges Make
The Principal made the following comments under this workstream:
Ø Difficult to measure - PIs are measurable, but not the impact on people's lives and society as a whole.
Ø Colleges also impact on society as the employer (Jewel and Esk Valley College have 400 employees).
Ø Colleges impact on schools, community learning and local businesses as well as Health Board and Nurseries.
Ø Their impact is restricted by SUMs - demand is by far greater than supply (due to financial
3. Staffing & Learning Environments
The Principal made the following comments about this workstream:
Ø There is a high turnover of staff in childcare.
Ø The college pays for disclosure and has noticed, as disclosure has become a requirement less applicants fail - probably because those that know they would not qualify do not apply.
Ø The College operates a same grade/same pay policy. The College has a phased structure to TQFE - it allows an employee the first year of employment to decide whether teaching should be their career and if so it supports them to achieve the College's requirement of a TQFE within the following two years.
Ø Pay rates continue to be a barrier for recruiting staff as they are still paid less than teachers in schools.
Ø The Armed Forces has proven to be a good source for recruitment of staff.
Ø Pay anomalies still occur in support staff (e.g. Allowances e.g. IT, are still being enjoyed by some of the longer serving staff), but there is a much clearer structure in lecturing grades.
Ø Catering staff also remains difficult to recruit.
Ø Money for facilities has made vast improvements to the College.
4. Accountability & Governance
The Principal made the following comments about this workstream:
Ø Believes that all college boards take their responsibilities seriously.
Ø Considers it an essential part of being a public entity to have Ministerial powers of intervention.
Ø Ministerial powers should only be used in extreme cases - therefore should remain as status quo.
Ø Either the Funding Council of the Scottish Executive should provide induction and a job specification for the role of an Accountable Officer.
Ø Considers Audit Scotland to be very good and helpful.
Ø HMI process is also very helpful.
Ø Find the Funding Council to be supportive.
5. Long Term Strategic Future
The Principal made the following comments about this workstream:
Ø Colleges need to continue to reflect their local society/culture - all colleges are and should remain different.
Ø Mergers should not be for merger sake.
Ø E-learning has a future role.
Ø Employers in general do not see their role in financing training.
Ø Need to look more closely at supply and demand issues.
Ø Continuous professional development seems to be working well.
Review Team
September 2005
_______________________________________________________________________
REVIEW OF SCOTLAND'S COLLEGES
Meetings with College Principals
Linda McTavish: Anniesland College
Tuesday 6 September 2005
_______________________________________________________________________
1. Introduction
Explained the purpose and the timescale for the Review.
2. The Differences Col leges Make
The Principal made the following comments about this workstream:
Ø Colleges have experience with working with people with mental health issues.
Ø Colleges have experience with working with vulnerable people.
Ø College has strong links with the ethnic minority communities.
Ø Important role in helping business start ups.
Ø Involvement in sport and culture - links with the Minister for Sport and Culture
Ø Links with local MSPs.
Ø Partnership with a variety of sectors ie marine defence industry.
Ø Fresh talent - ESOL - Refugee Integration Unit/Group.
Ø Close links with housing associations.
Ø Close links with the SQA - undertaking work for them at home and abroad.
Ø Close partnership with Europe/Accession Countries and International.
Ø Often used a forum for research.
ACTION: Principal to provide a list of contacts.
3. Accountability & Governance
The Principal made the following comments about this workstream:
Ø Needs to marketed as moving the story on and not going over the same issues time and time again.
Ø Should be a forum for sharing best practice.
Ø Slight concerns being voiced in the sector about the relationship with the new funding council ie not enough FE representation.
Ø Board members' major accountabilities.
Ministerial Powers of Direction
Ø The retention of Charitable status is the most important issue.
Ø Harder to get the powers back once they are removed.
Ø Role of Ethical Standards and Ombudsman.
Ø Greater threat if grant was removed.
Ø Maybe a need for some ultimate power - this could be funding.
Ø There are other checks and balances which should highlight a problem before the powers of direction should be used.
Ø Questioned when would the powers ever be used - there have been instances when could have been used but decision taken not to.
4. Staffing & Learning Environments
The Principal made the following comments about this workstream:
Ø Age profile of staff at Anniesland has become younger due to growth in the new technical areas - more of an older age profile in sectors which have been in the curriculum for a long time.
Ø Gender profile has been changing.
Ø Staff require constant up-skilling at the same time as industries are up-skilling.
Ø Need to have the flexibility of staff and learning environments.
Ø Process of accumulating hours in order to become classes as full time - ie once hit the target number of hours after a two year period then the temporary member of staff becomes classed as permanent.
Ø Different colleges will have completely different profile of staff depending on whether they contract out cleaning and catering staff.
Ø The Review of Higher National have implications on the staffing of the curriculum.
Ø Once have discussed these issues need to draw a line and move on it can be unsettling and time consuming to keeping going over the same ground.
Ø Pensions - will become increasing an issue and may affect recruitment and retention.
Learning Environment
Ø Need to include staff and learners in discussions about the learning environment.
Ø Importance of social spaces.
5. Long Term Strategic Future
Briefly discussed that remit of this working group and explained that there would be another meeting arranged to discuss this issue in more detail.
The Principal made the following comments about this workstream:
Ø Pensions.
Ø ESF - loss of funding.
Ø Fresh talent.
Ø Retraining and pp skilling the workforces in Scotland and staff.
Ø Demographics.
Ø Widening access - people having increasing complex needs.
6. AOB
The Principal was asked what would she like the Review to cover/achieve?
Ø The Review should have clear statement of intention with achievable outcomes
Ø Importance of including the student voice
Review Team
September 2005