There have long been murmurings of a full merger of the ten UHI colleges. In September last year these “murmurings” started to become more real. Staff were advised, via the UHI Transformation SharePoint site, that the “UHI has announced plans to explore a transformative new operating model designed to enhance the university’s ability to deliver on its mission and vision”.

These grandiose words started to ring alarm bells, not least with the deliberate use of the word “university” rather than college. This was followed in December by completion of a 140-page Outline Business Case (OBC), which was considered by the various college boards throughout UHI – students were asked for their views but unions and staff were not.

Staff were then advised, via SharePoint again, that the “next steps for the Outline Business Case involve extensive engagement with staff, students and other key stakeholders”.

We were also informed that the OBC had considered six options, including full merger to create “a fully integrated tertiary institution”.

The complete lack of involvement of unions or staff was very concerning and the Chair of the UHI Court only agreed to meet with full-time union officials, following a formal request from our National Officer. It took well over a month for the chair to arrange a meeting.

UHI colleges’ local branch officers also wrote to their respective Principals about the lack of consultation and were, somewhat surprisingly, advised, “we have been working collaboratively across the whole partnership to develop an outline business case. The University believes it is vital that staff have the opportunity to actively participate in the shaping of the future UHI”.

There are huge concerns around access to further education if this proposal is realised.

Furthermore, following written requests, the “UHI Transformation Team” confirmed that “the intention is to make available (to staff) a redacted version of the OBC that removes any commercial sensitive information” – perhaps needless to say, we are still waiting for this redacted version to be made available.

UHI Senior management are now advising that the full business case will be drafted over the coming months and that there will then be formal public consultation. We simply must take this opportunity to address the major issues, that are causing particular concern.

There is a real risk of privatisation as the favoured OBC option is to remove all UHI colleges from the public sector (i.e. being incorporated). The closure of UHI FE colleges would probably mean an end to national bargaining, with potentially significant impacts on member’s pay, class contact time, job role and security of contract.

We understand that the OBC has a financial case, a commercial case, an economic case, and a management case but no educational rationale for the proposal. There are huge concerns around access to further education if this proposal is realised.

History has consistently shown us that any centralisation of management and provision results in less local decision-making, making it difficult to respond to local community needs, with the likelihood that local campuses are run-down to save costs.

A UHI EIS-FELA all members’ meeting was held, which enabled members to come together to speak about challenging this proposal. We have been advised by management that it is “not a done deal” and we have the opportunity to make our own case for UHI reform – educationally, for the benefit of local communities.

Over the coming months we will be working to raise awareness with students and the local community about the impact this likely merger and privatisation will have.

We are acutely aware that the current changes planned for UHI are likely to be pursued by other colleges throughout Scotland, in the future – we need to be fully aware of this and ensure that our community colleges continue to offer inclusion, development, qualifications and opportunities for all.

• Andrew Anderson