In June the new management structure was proposed, and despite many serious concerns being raised, it was implemented in August. Then when staff returned, it was announced that our group of 3 colleges were being rebranded into one single entity, losing their identities of WKC, C&I and CONEL.

These changes are not benefitting the development of the college and enhancing students’ education. Management are now more distant, lacking clear oversight of their areas, and workloads have increased. This is in the context of more challenges - our students have greater emotional and mental health difficulties, but instead of focusing on meeting these challenges, staff’s attention is diverted to worrying about where students are being recruited and basic elements of how their courses are run.

The CEO and her marketing director argued the rebranding was necessary as:

• The Colleges themselves don’t have a recognised ‘brand’ – the different sites do.
• To provide more clarity on our group identity.
• To ‘harmonise’ the provision.

Why are we opposed to a full merger ‘one college’ identity?

• The three colleges are rooted within their communities and built-up excellent reputations over many decades. Word of mouth is essential for recruitment and students want and need local colleges.
• Difference should be celebrated and promoted. The strength of our colleges is that each college is different, providing expertise to meet the needs of our communities.
• The Chief Marketing Officer made the point that there was nothing wrong with the groups structure. Indeed, so why spend so much time, energy and precious resources fixing something that does not need to be fixed?

There was no consultation with staff as to whether this was a key problem that needed to be resolved. Unions have been kept at arm’s length; the concerns we raised were dismissed without any serious consideration. Any ‘consultation’ with staff appears to be cosmetic and completed after the rebranding.

The new model has been created and imposed by individuals who are very new to our college community. Staff, who have a wealth of experience, must be listened to. We know what makes our colleges great and how they can be improved.

Bold new plans? Or out of touch, dated mistakes?

The reality is these changes are identical to ones ushered in at the start of “merger mania” in 2016-18 at other colleges. They were very unpopular amongst staff, and many of these changes are having to be undone.

The restructure of management has been a disaster. As predicted, CMs workload has increased, making their role even more difficult. The HoS’s have become out of touch from the realities of their areas and are imposing one size fits all decisions, which don’t work.

We need to share best practice more and have a more collegiate approach. But this is not done through imposing one standard version on to everyone. A fundamental principle of education is differentiation – however, management seems to think that standardisation and a one-size fits all approach is the modern way to go. It isn’t. This approach will take us backwards.

Becoming one college can also mean that provision is based college wide. The replication of provision is a necessary part of ensuring access to education for many of our students. Students do not, and in most cases, cannot travel from one side of London to the other – that is why local colleges with a variety of courses are needed.

Failure to offer this will deprive many students from across London.

We call upon the CEO and governing body to listen to staff concerns as outlined in this open letter and put a halt to more centralisation and instead design a future for all three colleges as part of a group that will stand the test of time.