The staff survey identified worrying problems with leadership, staff welfare and poor management standards at the Guernsey Institute, particularly at the former College of Further Education.
Executive principal Jacki Hughes has said that she accepted criticism in the report but was still very confident for the future of the TGI, which is due to move to its new campus at Les Ozouets in 2027.
The Guernsey Press has spoken to two members of staff, one who has recently left and another still at the College, after we reported on the findings.
Both people, who asked not to be identified, said they did not have confidence in the current leadership to make the necessary changes to what they saw as a ‘toxic’ culture at the college.
One lecturer, who left the college last July, said they had felt compelled to speak out as the situation reflected in the survey aligned closely with their own experiences.
‘I left before the end of my contract after reaching a point where I no longer believed I could ensure the safety and wellbeing of students within the institution,’ she said.
‘This was not a decision taken lightly. Prior to leaving, I repeatedly raised concerns with senior leadership, including the head of college and the lead responsible, Jacki Hughes. I also formally approached HR to express my alarm at what I experienced as a deeply toxic culture – one in which staff closed ranks, avoided scrutiny, and failed to address clear and escalating risks.’
Another staff member still at the college said that over the past three years, staff morale had fallen to unprecedented levels and key staff had departed abruptly.
‘Staff who express reasonable criticism, raise procedural concerns, or simply ask for transparency are often ignored, marginalised, or made to feel unwelcome,’ they said. ‘I believe the staff survey provides clear evidence of systemic problems within the college. Many of these issues, in my opinion, stem from personal relationships being allowed to override professional standards, effective governance, and the best interests of both staff and students.’
Both staff members mentioned cliques in leadership groups and a sense that students at the college were being let down.
‘Day‑to‑day decision‑making appears increasingly concentrated among a small senior group, with little consultation or accountability,’ said the staff member still employed at the college. ‘The message is clear – conformity is expected; dissent carries consequences.’
The lecturer who departed in the summer said they had warned management about the negative effects of high staff turnover, widespread dissatisfaction among employees, and safeguarding risks being created for staff and students.
‘Having worked for many years in further education in the UK, I was confident that what I was witnessing fell well outside acceptable professional and safeguarding standards. I made repeated attempts to push for meaningful action.’
They said that after repeated complaints, senior management did commission an investigation into their concerns.
‘I was assured that if issues were identified, they would be discussed with me and appropriate steps would be taken. Following the announcement of the investigation, a number of staff members approached HR asking to be involved, and the process was extended over several months. During this period, my position became untenable, and I felt I had no option but to resign.’
They said that efforts to learn the outcome of the investigation were frustrated. They were only told that issues raised had been ‘actioned’, with no further details released.
‘I expressed that this response was wholly unsatisfactory and felt deeply unfair, amounting to little more than a whitewash.’
The lecturer has left the island and has quit teaching.
‘Ultimately, the environment became so damaging that I felt unable to continue not only at the college, but within the teaching profession altogether. The treatment of staff at the college, and the culture of silence and protectionism that I encountered, creates a dangerous precedent. In my view, practices were permitted that posed genuine risks, and in some cases my professional judgement was overruled despite my qualifications and experience.’
The employee still with the college stated that they felt it was essential that the college’s governors and relevant public bodies were prepared to intervene.
‘An independent, external review of leadership practices, governance, and workplace culture is urgently needed to restore trust and transparency. The staff and students of TGI College and the Guernsey community as a whole deserve a learning environment built on respect, accountability, and professional integrity.’
The Guernsey Press has requested an interview with Anna Rivers, the chair of the new governance board of The Guernsey Institute. No response has yet been received.