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The manufacturing and engineering industry requires a truly unique and demanding set of skills. That is where Gloucestershire Engineering Training (GET) comes in, as the only training facility in the country for the sector; it offers engineering-based learning, from welding and fabrication to electrical/electronic programmes for intelligent communication systems. Most educational settings are public institutions, underpinned financially yby the government, but as an independent provider how does GET pursue sustainability? Linsey Temple, CEO, tells us what it takes.

In order to be sustainable, delivering quality programmes so that customers come back year on year is key. Increasing the range of programmes helps GET add value to existing customers and to attract new companies. 

The apprenticeship reforms have provided a great opportunity for GET to deliver a larger number of non-traditional work-based apprenticeships for existing employees. You can be an apprentice at any age now and businesses need to review the learning and development opportunities within their business to see what they can convert into an apprenticeship. It is unknown to many businesses, but for smaller employers, the government will cover between 90-100% of the cost of these programmes.

The introduction of the apprenticeship levy has also provided an opportunity for GET as the only way a levy-paying business can recover their levy is to use it on apprenticeship provision.

GET is reliant on the good performance and confidence of customers and their markets, as history shows that when businesses are short financially the first thing they tend to cut is their investment in staff training.

Setting up the right cash flow has been a challenge for GET; if they got this wrong cash flow would dry up, but getting it right would ensure future success. The way funding is released does not match the way a provider incurs costs. To help, GET introduced a deposit that is repaid to customers in the final years of the programme. Customers do not pay more for the programme, but this deposit secures sustainable cash flow and future for GET. A brave, but critical decision.

The company has also been looking at more commercial programmes, rather than government-funded programmes, and expanding the level of engineering apprenticeships offered. Linsey recognises that it’s important to have the financial models and structures, which allow the business to be sustainable without the risk that reliance on government funding poses.

Keeping a close eye on cost and ensuring that GET is working in the most efficient and effective manner is essential. However, being an educational institute, one of the biggest costs for GET is its people. Unlike manufacturing, GET cannot readily increase outputs, so has to ensure that it’s utilising staff time as efficiently as possible.  

Quality is also a big factor for GET to pursue sustainability; if quality drops, the business is likely to lose customers. It is a fine balance between limiting the group sizes to ensure quality is upheld, whilst maximising staff time to the best of their ability. Balancing the conundrum will be a credit to GET’s sustainability and success for years to come.

MEET THE CHIEF EXECUTIVE

Linsey Temple – Chief Executive

• Linsey started work at GET in 1996 as a Business Administration Apprentice.
• She carried out several roles within the business (administrator, training co-ordinator, PA to Group Training Manager) before taking over as Chief Executive in 2011.
• Has a Master’s degree in the Management of Human Resources and has recently completed an MBA in Leading Business.
• Also a Director of GTA England and currently Vice Chair.