ABOUT GTA ENGLAND

GTA England supports 24,500 employers, providers and training providers delivering apprenticeships and skills programmes in England. Our 22,000 learners and their employers are predominantly in engineering and manufacturing, alongside social care, healthcare, administration and professional sectors. In the last two years, we have invested over £200k in member services. Our skills offer continues to grow, encompassing the latest apprenticeships in cross cutting skills including IT, leadership & management and functional skills, along with our core expertise in STEM skills and job specific vocational delivery.

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Our Network in 2021:

9k

Over 9,000 apprenticeships delivered in the last 12 months.

300k

We've trained over 300,000 apprenticeships since the inception of GTAs in the 1960s.

22k

The GTA network has over 22,000 apprentices currently employed and undertaking training.

24.5k

We have a reach of over 24,500 employers who engage us to train their workforce and apprenticeships.

OUR CAPABILITY

GTA England is unique in being able to rapidly deploy work-based training and Apprenticeship schemes using its national network of training providers.

 

With an infrastructure that supports an annual turnover of over £100 million and backed by 24,500 employers, it offers highly skilled industry trainers in practical, supportive environments.

 

GTAs provide positive, safe environments for junior Apprenticeships.

We are able to pilot new schemes quickly and effectively

Well-run, not-for-profit GTAs continually reinvest in their premises, facilities and skills.


GTAs represent consistently high standards of training.

Our member GTAs, acting through GTA England, present a powerful argument to government and funding organisations for a significant share of future investment in training for industry.

 

Since establishment, GTA England has demonstrated success in the following:

  • Identifying growth opportunities, through work such as the Report of the Commission of Inquiry in to the Role of Group Training Associations.
  • Securing funding for projects to benefit the GTA network from organisations including NAS, UFI and The Gatsby Foundation.
  • Setting up a successful Peer Support and Training network, to carry our member Peer Reviews and provide essential training and support events to help all GTAs be outstanding.
  • Bringing savings to the GTA network through joint procurement.
  • Creating partnerships for delivering EPA.

GTA CODE OF ETHICS

  • GTAs must set an example through their professional approach to business and to the treatment of their own workforces
  • GTAs must promote equal opportunities in al aspects of their work
  • GTAs must act in the best interest of their employers and learners
  • GTAs must ensure their assets and funds are not subject to maladministration or used for purposes other than the sustainability of the GTA
  • GTAs should work together to maximise the collaborative advantage to support the diverse needs of other employers and to expand in to new sectors
  • GTAs should only provide services in sectors in which they have the necessary levels of expertise and capacity to properly support both employers and learners
  • GTAs must be prepared to turn down business opportunities that conflict with this code
  • GTAs must contribute to the collective well-being of the GTA community
  • GTAs must engage in critical peers review to ensure the highest standards of ethical behaviour and leadership are maintained
  • GTAs must safeguard the trust that employers, learners and communities place in them

GTA FRAMEWORK

  • Engages in “peer review” and shares good practice/expertise with other GTAs
  • Engages with schools, colleges, higher education institutions, specialist training providers, and the wider community


  • Not for profit (for our Employer Members, Training Academies are cost centres not profit centres.)
  • Employer-led Board of Trustees/Directors, including SME representation drawn from local employers who have a sense of “ownership’ of the GTA
  • Members/employers provide strategic direction for training quality and content
  • Ethical code of conduct
  • Provides and holistic workforce development service
  • Expertise and capacity in meeting advanced/technician and higher level of skills needs of a specific sector (or sectors)
  • Mediates between and balances the needs of employers and learners
  • Has physical premises including Training Centre (small GTAs should be affiliated to a larger GTA to share a Training Centre, or have facilities co-located with an employer
  • Engages in “peer review” and shares good practice/expertise with other GTAs
  • Engages with schools, colleges, higher education institutions, specialist training providers, and the wider community

OUR BOARD

Please click on board member to read more about them: