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Transforming Lives, Transforming Scotland The True Value of Leadership Dr Craig Thomson Principal, Adam Smith Colleg

Transforming Lives, Transforming Scotland The True Value of Leadership Dr Craig Thomson Principal, Adam Smith College Chair, Scotland’s Colleges International. 1. Transforming Lives: Transforming Scotland. Learning transforms lives !. Nick's Story

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Transforming Lives, Transforming Scotland The True Value of Leadership Dr Craig Thomson Principal, Adam Smith Colleg

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  1. Transforming Lives, Transforming Scotland The True Value of Leadership Dr Craig Thomson Principal, Adam Smith College Chair, Scotland’s Colleges International 1

  2. Transforming Lives: Transforming Scotland Learning transforms lives !

  3. Nick's Story "At 53 I’m proof that you can change your career at any age! I decided to come to College after being made redundant and I’m thoroughly enjoying training to become a chef.

  4. Loredana Ingrosso – SVQ Hairdressing “I really enjoyed my course. Working in the salon and doing my SVQ has been ideal for me. I was thrilled when I received an award at a national colouring competition, it was such a great surprise for me and my tutors." Adam Smith College Fife, Scotland Adam Smith: the father of modern economics.

  5. Our core purpose • Inspiring Learning • In the period covered by this plan, we will focus on people as individuals and in their roles as employees, employers and citizens and will make a significant, recognised and valued contribution to: • the personal development of our learners • economic and business development • community and social development • Adam Smith College • Corporate Plan • First Aim Sara Murphy - HND Furniture, Design and Production “Coming to Scotland to do this course is one of the best decisions I have ever made. The many skills I have gained on this course have given me the confidence to enjoy the challenge of making my spider chair which was exhibited at the College’s design show. I hope to go travelling soon, including back home to Ireland, and eventually I’d like to settle and open my own furniture workshop.”

  6. Michael O’Gorman - HND Architectural Technology "Since my schooldays, I wanted to have a career in architecture but thought it an unachievable goal. Studying for an HND in Architectural Technology has been inspirational. The scholarship I was awarded through the College from Richmond Homes has meant that I can now buy textbooks and laptop to help me study on the move." Rt. Hon Gordon Brown Chancellor of Adam Smith College (…..and UK Prime Minister)

  7. Derek Jackson - Cisco Certified Networking Professional (CCNP) "Within minutes of meeting the staff at the College and seeing the structure of the course and equipment available I knew that this course was for me. The excellent online learning materials have also enabled me to study from home or at the office. I would recommend this course to anyone who wishes to develop their skills within the networking area". Profile 5 main campuses + community-based locations £32m turnover 25,000 students: 4,000+ full-time students 20,000+ part-time students 5,000,000 Learning Hours 52% Female / 48% Male Average age of students - 28.

  8. Derek Jackson - Cisco Certified Networking Professional (CCNP) "Within minutes of meeting the staff at the College and seeing the structure of the course and equipment available I knew that this course was for me. The excellent online learning materials have also enabled me to study from home or at the office. I would recommend this course to anyone who wishes to develop their skills within the networking area". Profile I’m Adam Smith ... We’re Adam Smith 5 main campuses + community-based locations £32m turnover 25,000 students: 4,000+ full-time students 20,000+ part-time students 5,000,000 Learning Hours 52% Female / 48% Male Average age of students - 28.

  9. Overview: Three main parts 1. Colleges playing a recognised role in the transformation of Scotland 3. Leadership Programme + Next ? 2. How we got here 1998 2007

  10. Overview: Three main parts 1. Colleges playing a recognised role in the transformation of Scotland 3. Leadership Programme + Next ? 2. How we got here 1998 2007

  11. 1. Colleges playing a recognised role in the transformation of Scotland

  12. New Government : New challenges New Government New policies Strategic Spending Review

  13. New Government : New challenges “In 2007, more than ever before, Scotland’s Colleges have successfully positioned themselves to lobby and influence and to show competence, focus, impact and value for money.” New Government New policies Strategic Spending Review

  14. New Government : New challenges Scotland’s Colleges Election Manifesto – February ‘07: Scotland’s Colleges: Forward Together New Government New policies Strategic Spending Review The Scottish Executive Review of Scotland’s Colleges – June ‘07: Transforming lives, Transforming Scotland Submission to the Strategic Spending Review – September 07: Building a Better Scotland

  15. External Review by Government and Stakeholders Scotland’s Colleges Election Manifesto – February ‘07: Scotland’s Colleges: Forward Together New Government New policies Strategic Spending Review Government Review of Scotland’s Colleges – June ‘07: Transforming Lives, Transforming Scotland Submission to the Strategic Spending Review – September 07: Building a Better Scotland

  16. Transforming Lives, Transforming Scotland - Conclusions Scotland’s Colleges: • make a key contribution to economic prosperity. • make a key contribution to tackling poverty and disadvantage. • help narrow the gap in employment and reduce economic inactivity. • enrich the cultural fabric of the nation. • help Scotland connect globally. • increase confidence and personal fulfilment.

  17. “For every £1 invested in Scotland’s Colleges, Scotland’s economy benefits by at least £3.20.” “This represents an excellent return on investment” “Scotland’s Colleges contribute at least £1.3bn to the economy through improving qualifications.” “In terms of bangs for the buck, Colleges deliver magnificently for society, particularly in deprived areas.” Transforming Lives, Transforming Scotland - Conclusions

  18. 2. How we got here

  19. Scotland’s Colleges – Our Journey • Pre 1993 Local government controlled • Post 1993 Incorporated / independent bodies • 1993-2000 Disaggregated, limited common purpose, competitive, low self-esteem • 2001-2007 Better funded, re-branded, better led, higher profile, shared purpose, cohesive

  20. Scotland’s Colleges – Our Journey • Pre 1993 Local government controlled • Post 1993 Incorporated / independent bodies • 1993-2000 Disaggregated, limited common purpose, competitive, low self-esteem • 2001-2007 Better funded, re-branded, better led, higher profile, shared purpose, cohesive 2000/01 “Over half of Scotland’s Colleges in serious financial difficulties ...” “An under-performing tail …” “Colleges are under-utilised assets in their communities ...”

  21. Funding  is increased over several years – not just for more volume but to improve the unit of resource. Cohesion  Principals’ Forum moves on to new level – shared values, shared views, stronger voice. Re-branding ‘Scotland’s Colleges’ created as a brand with much clearer promotion of brand values. Collaboration  Sector rejects narrow competition – peace breaks out. Scotland’s Colleges – Our Journey … since 2001/02

  22. Leadership  Leaders step forward – vision / foresight  Principals CPD programme begins – Leading and Learning – together Reality  Not everyone joined in – some resistance / old behaviour dies hard Scotland’s Colleges – Our Journey … since 2001/02

  23. Leadership  Leaders step forward – vision / foresight  Principals CPD programme begins – Leading and Learning – together Reality  Not everyone joined in – some resistance / old behaviour dies hard Scotland’s Colleges – Our Journey … since 2001/02 Leadership

  24. 3. Leadership Programme

  25. Scotland’s Colleges – Leading and Learning Early 90’s 02/03 04/05 06/07 No Leadership CPD Development Principals’ CPD Programme Begins Fully Established Fragmented / Collaborative Cohesive Competitive Incorporation Funding and profile Contribution improve recognised

  26. Scotland’s Colleges – Leading and Learning Early 90’s 02/03 04/05 06/07 No Leadership CPD Development Principals’ CPD Programme Begins Fully Established Fragmented / Collaborative Cohesive Competitive Incorporation Funding and profile Contribution improve recognised

  27. Critical Incident Interviews with 32 of the 43 principals in post at the time. Focus Group and Interviews used to establish what Principals wanted. Research to establish best practice. Designing the Programme

  28. Designing the Programme “Learning is not only or even primarily about obtaining correct information or answers from knowledgeable others … it is fundamentally about making meaning out of the experience we and others have in the world” DIXON. The Organizational Learning Cycle 1999

  29. Leadership CPD: Programme Design • X Not a management programme • X Not the latest leadership theory • X Not a boiled down MBA • An understanding of issues and challenges in context • Learning from peers • ‘Pick and Mix’ management skills • GFO – Go Find Out – in Scotland and internationally • Close fit with leadership development programme for second tier posts

  30. The Shape of the Programme

  31. The Shape of the Programme Sessions exploring critical events and challenges in context – usually led by a Principal Management Programme – on line and attendance Policy briefings, updates and debates Events hosted by colleges International visits and engagement

  32. The Shape of the Programme Sessions exploring critical events and challenges in context – usually led by a Principal Management Programme – on line and attendance Policy briefings, updates and debates Events hosted by colleges International visits and engagement

  33. What happened? Great improvements in: institutional leadership leadership of the sector. Scotland’s Colleges – Leading and Learning

  34. Lessons learned…..

  35. Money helps. A bit of financial headroom creates : the opportunity for ambition a climate in which leaders are more likely to embrace risk confidence optimism the option of collaboration What have we learned from this?

  36. What have we learned from this? • A successful sector is dependent on successful individual institutions. • A collaborative CPD programme for institutional leaders will also develop leadership drive and capacity for the sector. • A well led sector is more than the sum of its parts.

  37. What have we learned from this? • CPD for leaders has to be about the senior team – not just the Principal • BUT – space and time for ‘Principals only’ is an essential requirement in enabling open discussion and achieving cohesion

  38. What have I learned from this? • Learning transforms lives !

  39. craigthomson@adamsmith.ac.uk

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