Coventry & Warwickshire in business
Profile: Dr Rebecca Gater She said: “Stratford-upon-Avon College was looking for a merger. They had gone through some challenges in terms of finances and reputation. They needed some support and merger was seen as the best route. “They were a small college and they were looking for a partner to support them and help get them back on an even keel. They were looking for a greater college community and, for us, it was a good geographical link and there was strong alignment in terms of the curriculum offered. “With Stratford-upon-Avon specialising in creative, as it did at the time, we thought we could complement one another. “It was a competitive process and it worked out well for both parties.” Millions of pounds have been invested to modernise Stratford-upon-Avon College’s buildings and give a fresh feel to the whole campus. In the meantime, Rebecca has risen to be principal and chief executive and the college has enjoyed some noticeable achievements, despite the challenge of Covid. “We had our first Ofsted as a college since the merger a year and a half ago and it was Good,” she said. “Previously, Stratford was requiring improvement. “Some of the feedback from the inspectors was that we’d got really good alignment in terms of education across all of the campuses which was really positive and that was something we were aiming to achieve. “We’ve seen steady growth in terms of learner numbers since the merger. “There has also been huge investment. Five years ago, we’d have been sat in quite a dilapidated building but big investment has gone into developing new buildings and making this a great place to come to work and study. We’ve also invested in the landscaping. We’ve removed some of those older buildings and revitalised others. “We’ve invested millions of pounds in equipment and it has all been about making this campus a place that everyone can be proud of. “There have been lots of achievements we can point to, despite Covid, which obviously presented huge challenges for all education institutions and, of course, all businesses and organisations. “There are so many positives already and we’re looking to build on those further. We’re close to completing all of the big works around investment – it should be finished by the end of this year – and we’ll showcase everything that we’ve done. It’s a completely different place.” As part of the LSIF, Stratford-upon-Avon College is bidding to create a heat pump installation centre on-site – a move that would revolutionise training in a technology seen as crucial in decarbonising homes across the UK. It’s also an example of how to stay relevant and up-to-date with business and economic needs. Rebecca said: “There is now a trend of student number growth. We’ve diversified the curriculum. We still have a strong focus on creative which you’d expect in this area but we’ve invested in electrical, plumbing and construction workshops. We’ve got a bid in to the Department for Education for a heat pump installation centre. “Skills gaps and labour trends change quite rapidly and the data we receive can sometimes be out of date so we have to keep on top of the information in other ways. That means that we need to keep listening to employers and finding out what their needs are to help fill their talent pipeline. “All of our curriculum areas have links to employers because they will support with work experience, offer placements or they will come and do speaker slots for us. So, we have those informal networks but we also have formal industry panels where we’ll have a select number of businesses that come and do a business breakfast and talk to us about their industry. Both are important because you can glean different information from both sides.” As well as looking to solve the skills crisis in business, Rebecca is keen to support others in education in following in her footsteps to become a senior leader.
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She has undertaken research into why people become teachers – but don’t necessarily have the desire to take the next step into senior leadership. “I had ambition and wanted to develop but I also had to take advantage of opportunities when they came along,” said Rebecca. “I never considered when I came into FE that it was an option to become a principal/chief executive of a college, I enjoyed what I did at the time. When opportunities came, I took them. My research suggests most senior leaders in FE would say something similar. “In my first few years in FE, there was always change due to austerity and cutbacks, so you either had to go for the next role or you took redundancy. “Now I’m the principal of a college and it’s a real privilege!” Just as many industries are seeing experienced professionals leave with their skills being replaced, Rebecca says that is a trend in education too. “Part of the research I was doing was because we have a shortage of aspiring leaders ,” she said. “There are a lot of people in senior positions who are close to retirement and there is a lack of through-put and pipeline. People aren’t interested in making those moves. Why is that the case? It’s very rewarding and there are lots of people who would be very good in those roles. “There’s a perception that you need to have had a privileged upbringing or a private education to succeed in these senior positions – but that’s not the case and you have to let people know that to create ambition. When you boil it down, we’re all just people and just because someone goes on to be a senior leader they shouldn’t be put on a pedestal. Others can achieve these positions too.” There is also a desire to show that being principal doesn’t mean work-life balance has to go out of the window – and that leadership can be kind. “What I aim to be is a consultative, collaborative leader and have empathy with people,” said Rebecca. “In terms of the position I am in there has been a shift. As a teacher, the students I taught were the most important people in my professional life whereas now, it’s the staff equally. If they feel they are in a good place
and are well looked after, they will give that really good experience to our students. “Since I’ve been in post, I’ve consulted on and launched a new strategic plan. Previously, it was done with the senior leadership team and the governors and there was little consultation outside of that. “I approached that differently and this is where my experience and business and leadership qualifications have helped me. I made sure that staff members, students and external stakeholders had the opportunity to be involved so they could be heard and could contribute. “Giving time to people and hearing what they have to say and having an open door policy – as much as you can – is vital. If anyone wants ten minutes and a cup of coffee, I’ll always make time for that because it’s crucial that I’m there to listen and support change based on feedback. “I often remind people that we’re all just human. Just because I stand up on a stage and talk to hundreds of people doesn’t mean I’m not nervous about it. We’ve all got our own personalities, hang-ups, impostersyndrome, and families and friends outside of work. We all experience these things but it shouldn’t put you off being ambitious and doing what you want to do. “I am also quite good at getting the work-life balance right. I’ve got a big family. I’ve got two teenage daughters and two in their twenties and 15 nieces and nephews. So, even if I have work on my mind when I get home, they can all quickly snap me out. “There’s never a quiet moment! “I’ve been conscious of trying to set an example and say to staff I don’t want to see them on emails in an evening or the weekend and I have to make sure I follow that. I will catch up with work when I need to at the weekend, especially if there are a spare couple of hours when my husband is watching football! “But I make sure I’m not firing off emails to other people and don’t want it to be a race to be the first in the office. If you are doing a good job, you are doing a good job.”
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There are a lot of people in senior positions who are close to retirement and there is a lack of through-put and pipeline. People aren’t interested in making those moves. Why is that the case? It’s very rewarding and there are lots of people who would be very good in those roles. About Dr Rebecca Gater
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Married:
Yes – to Darren – I was 18 when we met and we’ve been together ever since Children: Yes four daughters aged 24, 21, 19 and 17 Hobbies: I enjoy racquetball, Pilates and cooking for friends and family Favourite Book: That’s an impossible question as I’m a real bookworm! Those that have had lasting impact I studied at school - ‘To Kill a Mockingbird’ by Harper Lee and ‘In Cold Blood’ by Truman Capote, ‘Lovely Bones’ by Alice Sebold was deeply moving and I am inspired by Maya Angelou. Favourite Film: I love classic psychological thrillers such as ‘Sleeping with the Enemy’ and ‘The Hand that Rocks the Cradle’. I have to watch ‘The Holiday’ and ‘This Christmas’ every festive season. I really enjoyed Greta Gerwig’s Barbie movie and think she’s an incredible director. Last Holiday: Perpignan, South France last summer with my husband and daughters Gadget: I have a family of six so it would have to be the dishwasher and washing machine – nothing too technical!
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