TRIBUTES have been paid this week to former Motherwell manager and Coltness High teacher Roger Hynd.
The ex-Rangers player tragically lost his long battle with cancer last Saturday, aged 75 years.
Mr Hynd, the nephew of legendary Liverpool manager Bill Shankly enjoyed a European final in his playing days at Ibrox as well as top flight football in England with Birmingham City.
Mr Hynd spent a year in the Fir Park hot seat between 1977 and 1978 and a statement from Motherwell praised the former manager.
It read: “Motherwell FC is saddened to learn of the passing of former manager Roger Hynd, aged 75. He arrived at Fir Park in 1977 and the traditional new manager “bounce” was certainly visible.
“Everyone at Motherwell FC would like to express our sincere condolences to Roger’s wife Jane, along with the entire Hynd family at this very sad time.”
Birmingham City also posted an online tribute, adding: “Despite being diagnosed with terminal cancer a few years ago, Roger maintained a positive and cheery outlook and was a popular attendee at get-togethers of the Former Players’ Association.
“Roger was inducted into Blues’ Hall of Fame in March 2012 and the club would like to send its sincerest condolences to his family and friends.”
After his time in football, Mr Hynd took to teaching and was a popular figure at Coltness High.
Head teacher John McGilp said: “Roger was very well thought of within the school community and he was an inspirational man to many students.
“We’ve had a number of people go on to be successful in sport and it’s down to people like Roger.
“He’ll be sorely missed by his friends,family and former colleagues.”
“Teachers like to agree with each other, when we talk about learning. It’s hard to change that, when the model we have wanted to make work has nonetheless been failing for 40 years.” Professor Brian Boyd
No area has remained up there in the contentiousness charts in Scotland as the notion of business and education working together to do something better for our young people.
Most schools do not ‘partner’ with colleges or universities. Instead, they are production facilities for undergraduates and college entrants. Fewer are set up to systematically provide apprenticeship opportunities as well as learning. At NoTosh, we’ve been working on a few, nascent projects to change the attitudes of schools from being these production facilities into something more of a life support - what metrics of success might we use if schools judged their success on the results of their alumni, five, ten or twenty years down the line, much like universities do?
City of Glasgow College have partnered with Newlands Junior College (NJC) to make the experience of a day in college more than what, in other circumstances, is too often perceived as a day off from school. The Junior College is called this, and not a school, for that very reason, to mark it out as a stepping stone between school and full-blown college. NoTosh helped last August to provoke the team around their thoughts of what 'unschool' might look like.
The College was backed and founded by Jim McColl, one of Scotland’s top business people.
In the future, suggests, McColl, might be be possible to take funding of learning out of its pre-existing silos, particularly for this group of students, about 60 in every city at these ages, who just need a different approach to the traditional comprehensive approach? A crossover funding model that helps learning happen in both ‘school’ or Junior College and college or university might be interesting. In fact, some of the world’s top universities are thinking of such models for their own students: Stanford’s 2025 project talks about the Open Loop, where learning and work happen over far more than the usual four year degree, offering students a chance to grow through not just learning, but contributing to society through their work, too.
Such continuums of learning, from school to college to work, are the most rare in the world - we’re lucky in Scotland to have one in the form of Newlands Junior College. If we struggle to collaborate between educational institutions, then collaboration between those not in the world of formal education - namely businesses - feels far fetched.
McColl is frank on his views of the traditional ‘comprenhensive’ education he received: he couldn’t get out of secondary school fast enough. In his small primary school “people cared”. He was the Dux of his class, even if, he jokes, the class only had seven pupils. Aged 16, he gained his Weir pumps apprenticeship, the choice grounded in nothing other than the fact it was the closest bus stop to his house. But, once there, the trainer told him: “Just work hard and we’ll give you all the support you need. If you want to get to the top, you just have to work hard.” He did. And in 2007 he bought the company. One might say he was successful, but not by any metrics of today’s academic race to nowhere. What he did have was a strong sense of self-efficacy, that sense that he could change the world around him, his own circumstances, through his own efforts. This is what is behind most powerful learning.
He saw that, particularly in Glasgow, poverty and deprivation were holding back too many youngsters. He held Focus Dinners with all the heads of Glasgow schools. They confirmed what he had believed: aspiration from the family was a key differentiating factor.
“Aged 14”, they said, “we can tell who is waiting to check out when they’re sixteen.”
Comprehensive is not comprehensive, he says: “We force kids who are just naturally more vocational into an academic system that doesn’t cater with them.”
The curriculum is made up one around a third in traditional core subjects of maths, science, English and technology, a third of College-based learning and the rest is Life Skills, led by Skillsforce, another partner from the world of non-formal education led by former military personnel. Each week has a theme related to doing better in life. “This week is eye contact week” explains McColl. “It’s funny at first, because they all over-emphasise things, but by the third or fourth day they’ve grown in confidence and hold conversations.”
The culture of obstacles lives on
The culture of obstacles referred to by Dr Murray, in her work engaging young people in the world of medicine, is what must be defeated, though, and it has to include the public sector. But the public sector has to do a better job not to hold back potentially useful ideas from outside its parameters. It has taken six years to get Newlands Junior College where it is today. Had the team waited for every funder and ‘stakeholder’ to give their accord, it would still be a sketch on paper. A third of local schools in Glasgow still refuse to engage with the model at all. There are also people who are too focussed on their own power games, and students are suffering in the meantime.
Compare this slow pace with the measured but impassioned ambition of McColl, who sees NJC and its future cousin schools around the country as always remaining a small family of schools, maybe 10-12 of them, and very much part of the system, an additional resource rather than an outside bolt-on to the system.
We've got high hopes, hi-i-i-i-gh hopes...
Key to businesses’ success is their sense of high expectation - businesses with incremental improvements in mind barely get past their first tax return. This sense of high expectations is visible in everything NJC does, from its physical decor to the time and effort put into excelling at life, not just subjects. There was an almost disapproving ripple of excitement when the audience were told every youngster at NJC has an iPad. Frankly, it was the statement of entitlement to whatever it takes that was the point, not whether the kids got an iPad or an A4 pad on entry to the school.
All things being equal, are opportunities for all young people there, and are aspirations from all of those around them there? Making sure schools provide that aspiration is the key.