Having worked in the college sector for over 25 years, the past 10 years as a principal and CEO, I was delighted in 2019 to be commissioned by Scottish government ministers, along with my colleague Paul Little, to write the Cumberford-Little Report One Tertiary System: Agile, Collaborative, Inclusive. Importantly, a key focus of the report was to identify the untapped potential of colleges, highlighting where we can make a greater impact on the economic prosperity of Scotland.
As co-author of that report, I welcome this week’s publication of the Scottish Funding Council Report on the coherence and sustainability of Scotland’s tertiary system. I believe wholeheartedly that colleges have a vital role to play in the economic and social prosperity of our local communities and the regions we serve. The key question is how do we create the right environment that allows colleges to truly thrive and realise their full potential? The answer is not straightforward, but what is obvious is that it does require ambitious thinking, bold action and transformational change.
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The Scottish Funding Council’s review covers a lot of ground and it is clear to see the implied ambition, aligning and in some parts directly linking to a number of recommendations in the Cumberford-Little report, including requirements for funding reform and system leadership.
A clear long-term strategic vision for FE colleges
Significantly, the SFC report calls for the development of a clear strategic longer term vision and intent for the future. An ambitious long-term vision for our sector is more likely to be delivered with a move from what we currently have - colleges receiving annual funding - to multi-year funding. This would ensure that colleges aren’t just responding to the demands of individuals and of our economy today, and would give the right conditions for colleges to be very responsive to future needs. My colleagues in colleges across Scotland have long been calling for multi-year funding, so this point is particularly welcome.
On leadership, I’d advocate removing the constraints of organisational boundaries, within and across the tertiary education system, to drive forward success in responding to the increasingly complex challenges we face. This is even more critical as we face the economic, social and health impacts of the global pandemic - the repercussions of Covid-19 aren’t an event, they require a wide and deep response. The SFC calls for a “different sort of adaptive, collective leadership” and “investment in the leadership that will make change happen” - to develop the sort of coherent, responsive and sustainable system that Scotland needs.
And, of course, we exist in a world where personalisation is fast becoming a feature of all of our lives. We also know that people will increasingly have to reskill or boost their current skills to be able to succeed in job markets characterised by change, particularly as a result of the exponential pace of advances in technology. Individuals and businesses alike are increasingly looking for more bite-sized education and skills training opportunities, and are moving away from more traditional approaches. Colleges are already leading the way in providing more personalised and innovative approaches to what we offer and how we deliver our training. I welcome, then, the SFC’s recommendation to deliver a mational micro-credential framework and delivery plan for Scotland.
The SFC report does not provide all the answers but it should challenge our thinking and sets a platform on which I am sure difficult decisions, bold action and brave choices will have to be made. Our collective ambition is to lead a Scottish college sector that we would be proud and confident to say is world-leading - with the best interests of our students and the support of our local businesses, and the people employed by them, at the heart of everything we do.
Audrey Cumberford is principal of Edinburgh College and commissioner on the Commission of the College of the Future