After spending 25 years working in further education, I made the decision in December 1999 to establish my own education and training consultancy, Norman Mackie Associates Ltd. My passion for further education had been firmly shaped during my time as the coordinator of the MSC East Manchester Accredited Training Centre (ATC), a government‑funded YTS staff training provider based at Tameside College.
In 1988, the MSC was replaced by the Training & Enterprise Councils (TECs), which were responsible for shaping the strategic direction of local skills and enterprise development. By 2001, however, the TECs were abolished, and the sector was undergoing dramatic change. Uncertainty around funding, priorities for FE training, and the future of apprenticeships—especially for smaller independent providers—was widespread. A growing belief that “big is better” had taken hold across many occupational areas, accompanied by the rise of managing agents, contract holders, and subcontracting.
It became clear that the sector needed a collective voice and a supportive platform. So, in 2001, the establishment of the Greater Manchester Learning Provider Network (GMLPN) could not have been more timely. The network provided both large and small institutions with a unified voice to engage with government agencies, share crucial information around strategic FE policies, and create a space for networking and mutual support.
For us, the network became an invaluable hub. Members supported one another by sharing ideas, concerns, and solutions during a period that was extremely challenging, particularly for SMEs in the education and training sector.
Following the launch of NMA in 1999, our early services were focused on delivering a range of NVQ programmes, especially in leadership and management and within the foster and residential care sectors. We also delivered job‑coach training for supported employment, consultancy work overseas in education and training, and apprenticeships in the construction sector.
In 2000, Wendy joined the organisation full‑time. Her arrival marked a pivotal shift in our focus, from adult training services to specialist provision for young people aged 16 to 24 who faced significant social and educational barriers. This transformation led not only to a change of name, becoming NMA Ltd T/A WORKS4U Support Services, but also to our registration with the Department for Education as a specialist post‑16 provider.
Fast‑forward to 2025, and one of our proudest moments arrived when Wendy was awarded an MBE by the King for her outstanding work with SEND in further education. This recognition symbolised her incredible dedication to supporting young people who need it most.
Sadly, successive governments have continued to struggle with effective solutions to the 16–24 NEET crisis. Today, around 950,000 young adults aged 16–25 are NEET, the highest figure in 15 years. For young people with SEND, the barriers to meaningful education, training, and employment are now greater than ever. At WORKS4U, we currently support around 100 young people, each with an Educational Health & Care Plan (EHCP).
To meet their diverse needs, we ensure that our provision offers a wide range of occupational pathways and learning opportunities. Alongside essential subjects such as Maths, English, and Digital Skills, we deliver Animal and Agriculture therapy at our farm provision, as well as catering and hospitality training through our dedicated events venue. We recognise that our learners face a wide spectrum of challenges, which is why we place such strong emphasis on individually tailored learning and support programmes.
Equally important is our commitment to progression. Our team of job coaches works closely with students, employers, and families to support transitions into further education, employment, and apprenticeship opportunities. Through this personalised approach, we help our learners achieve personal growth and meaningful occupational outcomes.
Today, the pressures facing the education and training sector are many and they underline the ongoing need for a strong, collaborative network like GMLPN. Perhaps the two most significant pressures are:
- The urgent need to address the rising NEET population, so we can offer hope and opportunity to this generation and those that follow.
- The rapid expansion of AI across the education and training landscape, which demands collective understanding, adaptation, and strategic direction.
In truth, the need for the GMLPN today is just as great, if not greater, than it was back in 2001.
