Arriving at Wigan and Leigh College back in 2015, GMLPN may not have been new to the college but it was definitely new to me. At that time competition trumped collaboration, devo-Manc was still being shaped and the skills landscape was going through its usual turbulence with the added spice of area review. I thought that the noble objectives of a broad membership, skills networking forum had little chance of cutting through.
Hindsight however is a wonderful thing. I now know that GMLPN is one of those unique ingredients that sets GM apart in how it does things. As GMLPN marks its 25-year anniversary, it feels particularly important to recognise not just its longevity, but its relevance. Over a quarter of a century that has seen constant reform, shifting priorities and recurring uncertainty, GMLPN has remained a consistent and trusted space for dialogue, challenge and support. When GMLPN does its thing, the complexity of the skills landscape, curriculum and policy reform and the rapidly changing needs of employers become less of a hurdle.
Looking back over those 25 years, the evolution of the UK skills landscape has been significant. We have moved from a system characterised by national programmes and central control, through successive waves of reform including Train to Gain, the introduction and then reform of apprenticeships, the levy, area reviews, and now a more devolved and locally influenced model. Alongside this has been a growing expectation that providers do more than deliver – that they actively shape local economies, respond to employer demand in real time and contribute to place-based growth. Throughout all of this, networks like GMLPN have quietly but effectively helped providers make sense of change, often acting as the bridge between policy intent and operational reality.
GMLPN has supported our college in a variety of ways. As one of the few colleges nationally with over 500 16–18 apprentices, the experience and perspective of GMLPN members has been instrumental in helping us navigate changes in funding, curriculum and strategic approaches. Drawing on the experiences of other large-scale providers, especially those of ITPs, has often shaped our own direction and response to the difficulties faced in the apprenticeship market.
In 2016 we were actively reviewing whether we could or should maintain the breadth of our apprenticeship provision. Being immersed in the conversations at GMLPN network meetings was hugely informative and offered fresh perspectives on how to navigate the challenging apprenticeship landscape. Now in 2026 we have maintained and expanded a large apprenticeship offer, delivering achievement rates well above the national averages, are currently Ofsted ‘good’ and continue to provide apprenticeship opportunities to our borough. GMLPN helped us to hear from providers for whom leaving the apprenticeship market was not an option and it reinforced our commitment to apprenticeships at all levels and all ages, and in particular those for young people.
Its further influence can be seen in its support and enablement of collaboration. Providers in GM were some of the first to experience devolution and had to navigate their role in the co-creation of a new skills landscape. The rapidity of local change, and responding to both the intended and unintended consequences of policy makers, has meant that providers have had to be fleet of foot and prepared to step into the sphere of influencing and informing new structures and decision-makers. For a sector that was, and remains, highly competitive, developing coherent responses that reflected one voice was arguably new territory.
During that time GMLPN provided, and continues to provide, a forum that offers support but also appropriate challenge to its members. It has also not just asked its own members to collaborate but has modelled that behaviour itself. GMLPN works positively with GM Colleges and has developed that single provider voice when it has been beneficial to do so. Its involvement with the Local Skills Improvement Fund activity and its work with the formation of the LSIP has ensured its voice has had credibility and is heard.
Looking forward, the only thing that can be taken as a given is that the skills landscape will not get any less complex, despite every administration claiming that simplification is its aim. If anything, the last 25 years suggest that change is the constant and adaptability is the key requirement. However, there are realistic grounds for optimism. There is a clearer recognition of the importance of technical education, a stronger emphasis on local decision-making, and a growing understanding that no single provider can meet the full breadth of need in isolation.
The next phase for the sector will likely require deeper, more intentional collaboration – not just in response to policy, but in anticipation of it. Place-based approaches will continue to develop, employers will expect greater responsiveness, and learners will need clearer, more flexible pathways. In that context, organisations like GMLPN feel more important than ever.
GMLPN is the organisation that can continue to bring co-operative working in a broader sense to Greater Manchester, providing a safe space for providers to take a controlled step towards greater collaboration. If the past 25 years have demonstrated anything, it is that whilst policy will continue to evolve, the value of trusted relationships, shared insight and collective problem-solving endures. The challenge – and opportunity – for the next 25 years is to build on that foundation and continue to shape a skills system that works not just in theory, but in practice, for learners, employers and communities alike.anna
